ANNUAL GOVERNING BOARD MEETING REVISED ...foothilltransit.org › wp-content › uploads › 2016 › 05 › 05-12...2016/05/05 · Statement of Proceedings April 15, 2016 Page 2

JOINT MEETING ANNUAL GOVERNING BOARD MEETING EXECUTIVE BOARD MEETING 7:45 AM, May 12, 2016 Foothill Transit Administrative Office 2nd Floor Board Room 100 South Vincent Avenue West Covina, CA 91790

Public Comment: Members of the public shall have the right to address the Board on any item of interest which is within the jurisdiction of the Board before or during the Board’s consideration of the item. Presentation shall not exceed three minutes in length. Action may be taken on any item identified on the agenda. Persons wishing to comment should submit a “Request to Speak” form to the Secretary. Note: ACTION MAY BE TAKEN ON ANY ITEM IDENTIFIED ON THE AGENDA. The public may view and obtain all written information supporting this agenda provided to the board both initially and supplementary prior to the meeting by calling (626) 931-7300 extension 7204 or at the agency’s offices located at 100 S. Vincent Ave., Suite 200, West Covina, CA 91790. Documents, including PowerPoint handouts, distributed to Board Members by staff or Board Members at the meeting will simultaneously be made available to the public upon request.

REVISED

This is a combined agenda for the annual meeting of the Governing Board (GB) and a regular meeting of the Executive Board (EB). Each agenda item indicates whether it

applies to both meetings (GB &EB) or to only one of the meetings: (GB) or (EB).

1. CALL TO ORDER (GB & EB)

2. PLEDGE OF ALLEGIANCE (GB & EB)

3. FOCUS ON SAFETY (GB & EB)

4. ROLL CALL (GB & EB)

A. EXECUTIVE BOARD: MEMBERS CALAYCAY, DE LA TORRE, DELACH, HERRERA, SHEVLIN

B. GOVERNING BOARD

5. APPROVAL OF AGENDA (GB & EB)

6. PUBLIC COMMENT (GB & EB)

7:45 AM, May 12, 2016 2nd Floor Board Room, 100 South Vincent Avenue, West Covina, CA 91790 Page 2

7. PRESENTATIONS: (GB & EB) A. Aaron Lim’s 25th Employment Anniversary

8. APPROVAL OF MINUTES FOR THE SPECIAL GOVERNING BOARD MEETING OF APRIL 15, 2016 (GB)

9. 2030 ALL ELECTRIC VISION (GB) Recommended Action: Receive and file Foothill Transit’s “2030 All Electric Vision” report.

In accordance with the Americans with Disabilities Act of 1990, if you require a disability-related modification or accommodation to attend or participate in this meeting, including auxiliary aids or services, please contact the Executive Director’s office at (626) 931-7300 extension 7204, at least 48 hours prior to the meeting. If you require translation services, please contact the Executive Director’s office at (626) 931-7300 extension 7204, at least 48 hours prior to the meeting. Si necesita servicios de traducción, por favor póngase en contacto con la oficina del Director Ejecutivo en el (626) 931-7300, extensión 7204, al menos 48 horas antes de la reunión.

如果需要翻译服务，请至少于会议前48小时致电高级主任办公室:（626）931-7300 分机 7204。

Nếu Quý vị có yêu cầu dịch vụ dịch thuật, xin vui lòng liên hệ với văn phòng Giám đốc Điều hành tại (626) 931-7300 số lẻ 7204, ít nhất 48 giờ trước khi cuộc họp.

Kung nangangailangan ka ng mga serbisyo sa pagsasalin, pakisuyong makipag-ugnayan sa opisina ng Executive Director sa (626) 931-7300 extension 7204, ng hindi bababa sa 48 oras bago ang pulong.

번역 서비스가 필요하시면 미팅 최소 48시간 이전에 임원 사무실로 (626-931-7300, 내선 번호 7204) 전화주시기 바랍니다.

翻訳サービスが必要な方は、会議の48時間前までに(626) 931-7300 内線 7204のエグゼクティブディレクター事務所にご連絡くだ

さい。

Եթե Ձեզ թարգմանչական ծառայությունների են հարկավոր, հանդիպումից առնվազն 48 ժամ առաջ խնդրում ենք զանգահարել Գործադիր տնօրենի գրասենյակ՝ (626) 931-7300 լրացուցիչ՝ 7204 հեռախոսահամարով: របសិនេបើេលាកអនកេសន ើសំុេសវាកមមបកែរបភាសា សូមទាក់ទងមកការយិាល័យនាយករបតិបតត ិ តាមេលខទូរស័ពទ៖ (626) 931-7300 េលខបញជ នូបនត 7204 ែដលមានរយៈេពលយ៉ាងតិច 48 េម៉ាង មុនេពលកិចចរបជំុ”។

หากคณุต้องการบริการการแปลภาษากรุณาติดต่อสํานกังานผู้ อํานวยการบริหารท่ี (626) 931-7300 ต่อ 7204, อย่างน้อย 48 ชัว่โมงก่อนท่ีจะมีการประชมุ


10. PROPOSED FISCAL YEAR 2016/2017 BUSINESS PLAN AND BUDGET (GB) Recommended Action: In accordance with the Executive Board’s recommendation, approve Foothill Transit’s FY 2016/2017 Business Plan and Budget.

11. LINE 690 PUBLIC OUTREACH (GB) Recommended Action: Authorize the Executive Director to seek public input related to a proposed modification to Line 690 to coordinate with the Gold Line Foothill Extension.

12. FARE RESTRUCTURING STUDY UPDATE (GB) Recommended Action: Receive and file an oral presentation on the Fare Restructuring Study.

13. RECESS BOTH MEETINGS FOR CLUSTERS TO ELECT EXECUTIVE BOARD MEMBER AND ALTERNATE FOR CLUSTER 5 (LOS ANGELES COUNTY) SPECIAL ELECTIONS FOR CLUSTER 2 (AZUSA, BALDWIN PARK, COVINA, GLENDORA, IRWINDALE AND WEST COVINA) TO ELECT EXECUTIVE BOARD MEMBER (SHOULD THE ELECTION OF AN EXECUTIVE BOARD ALTERNATE ALSO BE REQUIRED, THAT ELECTION WILL ALSO BE HELD) AND CLUSTER 3 (ARCADIA, BRADBURY, DUARTE, MONROVIA, PASADENA AND TEMPLE CITY) TO ELECT EXECUTIVE BOARD MEMBER (SHOULD THE ELECTION OF AN EXECUTIVE BOARD ALTERNATE ALSO BE REQUIRED, THAT ELECTION WILL ALSO BE HELD) (GB & EB)

14. RECONVENE BOTH MEETINGS AND ANNOUNCE THE EXECUTIVE BOARD MEMBER AND ALTERNATE FOR CLUSTER 5 AND ANNOUNCE SPECIAL ELECTION RESULTS FOR EXECUTIVE BOARD MEMBER FOR CLUSTER 2 AND 3 (GB & EB)

15. EXECUTIVE BOARD NOMINATIONS FOR FOOTHILL TRANSIT CHAIR AND VICE CHAIR (EB)

16. GOVERNING BOARD RATIFICATION OF THE EXECUTIVE BOARD NOMINATIONS FOR FOOTHILL TRANSIT CHAIR AND VICE CHAIR (GB)

17. EXECUTIVE DIRECTOR COMMENT (GB & EB)


18. BOARD MEMBER COMMENT (GB & EB)

19. RESOLUTION FOR EXPRESSLANES NET TOLL REVENUE RE-INVESTMENT GRANT (EB) Recommended Action: Adopt the following resolution: Authorization for the Execution of the ExpressLanes Net Toll Revenue Re-Investment Grant in the amount of $1,458,000 (Attachment A).

20. ADJOURNMENT (GB & EB)

An Executive Board Meeting/Executive Board Workshop

is scheduled for Friday, May 27, 2016 at 8:00 a.m.

Kellogg House, Cal Poly Pomona

1. CALL TO ORDER

The meeting was called to order by Chair Herrera at 7:50 a.m.

2. PLEDGE OF ALLEGIANCE The Pledge of Allegiance was led by Chair Herrera.

3. FOCUS ON SAFETY Ali Showkatian, Safety Compliance Coordinator, presented a safety message on managing stress.

4. ROLL CALL Roll call was taken by Christina Lopez, Board Secretary. Present: Member Corey Calaycay, Member Charlie Rosales, Member Paula

Lantz, Member Emmett Badar, Member Antonio Cartagena, Member Cruz Baca, Member Peggy Delach, Member Gary Boyer, Member Albert Ambriz, Member Corey Warshaw, Member Roger Chandler, Member Richard Barakat, Member Tzeitel Paras-Caracci, Member Becky Shevlin, Member Margaret McAustin, Member Cynthia Sternquist, Member Carol Herrera, Member Juventino Gomez, Member Cory Moss, Member Valerie Munoz, Member Hector Delgado, Member Michael De La Torre, Member Sam Pedroza, Member David Rodriguez

Absent: Member Uriel Macias

5. REVIEW & APPROVAL OF THE MINUTES

Approval of the minutes for the Governing Board Meeting of March 4, 2016.

STATEMENT OF PROCEEDINGS FOR THESPECIAL MEETING OF THE

FOOTHILL TRANSIT GOVERNING BOARD

FOOTHILL TRANSIT ADMINISTRATIVE OFFICE 2ND FLOOR BOARD ROOM 100 S. VINCENT AVENUE

WEST COVINA, CALIFORNIA 91790

Friday, April 15, 2016 7:45 a.m.

Statement of Proceedings April 15, 2016

Page 2 of 5

Motion by Member Calaycay, second by Vice Chair Shevlin, the minutes for the Governing Board Meeting of March 4, 2016 were approved. Motion carried 23-0. Member Lantz abstention.

6. PUBLIC COMMENT No members of the public addressed the Foothill Transit Governing Board.

7. OPERATION OF LINES 190, 194 AND 270

Recommendation: Provide direction on the potential transition of Line 190, 194, and 270. Doran Barnes, Executive Director, reported that staff has been working closely with Metro staff on the transition of these lines. There was potential for some policy issues that may have required the Governing Board’s attention. Mr. Barnes stated that there was no need for the policy issues to be addressed and requested that the agenda item be withdrawn since there was no action required. This item was withdrawn by consensus.

8. FARE RESTRUCTURING STUDY UPDATE

Recommendation: Receive and file an update on the status of Foothill Transit’s ongoing Fare Restructuring Study and provide input to staff on the conceptual fare options. Michelle Lopes Caldwell, Director of Finance & Treasurer, presented this item. Ms. Lopes Caldwell reported that in August 2015 the board authorized staff to issue an RFP for a consulting firm to assist in reviewing Foothill Transit’s current fare structure and look at ways to improve the fare structure, and to do some modeling on how to improve ridership and revenues. In December 2015 the Executive Board awarded a contract to Four Nines Technologies. Ms. Lopes Caldwell introduced the consulting team; Terry Matsumoto, Cyndi Pollen, Alexis Dim, and Laura Wolfgran. Ms. Wolfgran reported that the objective for the meeting was to obtain each Governing Board Member’s feedback and indicated that is why the board


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room is set-up by clusters. Once the progress update is presented, each cluster will meet individually and provide feedback on different conceptual options and other fare policy decisions. At the end, the group will reconvene and she will go over the next steps. Ms. Wolfgran reported that the project is in three phases. Phase 1 is the Background Review, which was recently completed. As part of the Background Review, stakeholder interviews were conducted with staff to understand strength and weaknesses of the current fare structure, an independent review of the fare structure was conducted, and other peer structures were reviewed. Phase 2 will be developing conceptual options, which is where the study is at currently. A staff workshop was conducted, where conceptual options were discussed and narrowed down. In Phase 3, modeling will be conducted to understand the ridership and revenue implications of the fare changes. A public workshop will also be conducted as part of Phase 3 to get feedback from the public, as well as a Title VI analysis. As part of the Fare Restructuring Study, two goals have been identified. The first one is to develop an overall fare policy and the second is to increase ridership while maintaining or increasing fare revenue. The objectives identified as part of the study are to simplify fare, reducing cash transactions, maintain fare equity, align fare regionally, and develop board fare policies. The current Foothill Transit fare structure is service phased. This allows Foothill Transit to charge a higher fare for the express and limited stop services. The local service provides services within the San Gabriel Valley, as well as the Silver Streak and limited stop service that runs along the freeway, and the commuter express services that run into Downtown Los Angeles. The rider categories consist of full fare and discounted fare, which consist of persons with disabilities, Medicare recipients, and students. There are three fare payment options – cash/TAP stored value, transfer, and monthly/31-day passes. Challenges with the current fare structure include a service based fare structure pricing, transfers, and TAP. Some conceptual options were identified for the Governing Board to consider. The first option would be to maintain the three fare types which include the local, Silver Streak, and commuter express. Another option was the potential of eliminating the Silver Streak fare and charging the local fare. This would help increase ridership on the Silver Streak but it may have impacts on revenue. Transfer options include maintain existing transfer


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policies, provide free transfers within Foothill Transit local services, and eliminate Foothill Transit transfers and introduce day passes. Some other fare policy considerations are related to average fare and farebox recovery and there are multiple things that impact these. Received and filed by consensus.

9. CLUSTER BREAK-OUT SESSIONS Each cluster met individually to discuss fare policy direction. There was a moderator at each table. The moderators went over the goals and objectives of the study, conceptual options, and the Governing Board Members provided feedback. At the end of the fare restructuring discussion each cluster was provided additional time to discuss cluster business or upcoming cluster elections.

10. CLUSTER BREAK-OUT SESSIONS REPORTS Ms. Wolfgran thanked the Governing Board Members for participating in the break-out sessions and providing feedback. The next steps for the study include collecting all the information collected at break-out sessions and the conceptual options will be refined based on the feedback provided today. Ms. Wolfgran indicated that they would return to the May 12, 2016 Annual Meeting to summarize the results of the break-out sessions.

11. EXECUTIVE DIRECTOR COMMENT Comments by Mr. Doran J. Barnes, Executive Director, Foothill Transit. Mr. Barnes reported the following: Great progress continues related to the Class Pass Program. The staff

person who helped implement the program at Mt. SAC is now holding a senior level position at Citrus College and has contacted Foothill Transit asking that the Class Pass Program be implemented at Citrus College. Also related to the Class Pass Program, Mr. Barnes met with Michael Biagi, Director of Parking and Transportation for Cal Poly Pomona. Mr. Biagi is optimistic that the program will move forward and he will be advocating for a transit center at the heart of the campus.


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An Alexander Dennis Double Decker Transit Coach is on display outside, staff has been in discussions with the company on the feasibility of having that type of coach in service as an electric double decker coach.

The Annual Meeting of the Governing Board is scheduled for May 12, 2016. The Governing Board will consider the budget and business plan. Cluster Elections will also take place.

12. GOVERNING BOARD MEMBER COMMENT

Comments by Members of the Foothill Transit Governing Board. Chair Herrera wished Member Pedroza happy birthday. Member Cartagena thanked everyone for the opportunity to serve as member of the Governing Board. He announced that this would be his last governing board meeting as he did not run for re-election.

13. ADJOURNMENT Adjournment for the April 15, 2016 Foothill Transit Special Governing Board Meeting. There being no further business, the Foothill Transit Special Governing Board meeting adjourned at 9:10 a.m.

Foothill Transit Governing Board Meeting

May 12, 2016

To: Executive Board

Subject: 2030 All Electric Vision

Recommendation

Receive and file Foothill Transit's "2030 All Electric Vision" report.

Analysis

In 2010 Foothill Transit's electric bus project began. It represented a revolutionary new approach to providing ecologically friendly public transportation service through buses fueled by unique rapid-recharge batteries. To delineate and call attention to the electric buses in the fleet, Foothill Transit, with the assistance of Pulsar advertising, created a marketing sub-brand and unique livery for these vehicles and named them the "Ecoliner" . The word Ecoliner was derived from "ecological" referring to conservation of the environment and " liner", a traditional transportation phrase referring to smooth and efficient. The name was trademarked and embodied Foothill Transit's commitment to quality and innovation.

In 2014 Foothill Transit expanded the electric bus fleet with the addition of 12 35' Proterra buses which enabled Foothill Transit to fully electrify Line 291 and partially electrify Line 855.

With vast advancements in electric vehicle technology, Foothill Transit is expanding the electric bus program to include two new 40' Catalyst FC (fastcharge) electric buses. The 40' Catalyst FC is currently in the final inspection phase of production and expected to be deployed into revenue service in the summer of 2016. In addition, Foothill Transit is currently in contract negotiations with Proterra to purchase 13 new 40' Catalyst XR (extended range) buses expected to be completed in fall 2017.

A Bold New Vision

The goal of using the sub-brand "Ecoliner" was to have the public easily recognize Foothill Transit's electric buses, but with the addition of the 40' Catalyst FC and XRs, the sub-brand is no longer adequate. It became clear that we needed a more robust marketing campaign around the entire electric program to highlight Foothill Transit's technical expertise and growing electric fleet. It is now an opportune moment to elevate the marketing platform around the electric program in order to gain the local and national

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Annual Governing Board Meeting - 05/ 12/16 2030 All Electric Vision

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media attention the program deserves while boldly stating the agency's intention to have an all-electric fleet by the year 2030. Staff is working closely with Pulsar Advertising to create a more full-bodied approach to showcase our electric bus program.

The first step in marketing the new vision for the electric program was creating a manifesto for the agency to declare. The manifesto pronounces Foothill Transit's vision to have a fully electric fleet by the year 2030. To coincide with that vision, we launched our electric campaign in time for Earth Day. Clever new tag lines like "Every day is Earth Day at Foothill Transit," and "Let' s Clear the Air," will be used in print ads, online social media announcements and press releases. Training videos are being created to be shared at trade shows, conferences and local fairs and the Ecoliner page on our website has been updated to now encompass the entire electric bus program and is now the electric bus program page. It features key advantages and benefits of the electric buses along with technical information for those seeking more in-depth technological information.

The new campaign will also include updating the electric bus livery to include the text, "I'm Electric," and "Your all-electric Bus" and various other tag lines to be placed on all the electric vehicles as the "Ecoliner" logo is retired. Three 35' Proterra buses will be wrapped with a unique brand featuring

Agenda Item No. 9

Foothill Transit Govermng Board Meeting

Annual Governing Board Meeting - 05/12/ 16 2030 All Electric Vision

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hummingbirds, butterflies and California Poppy flowers on a deep blue sky with a white, puffy cloud background and the tag line, "Let's Clear the Air. "

As Foothil l Transit incorporates more electric vehicles into the overall fleet, the public will be able to easily distinguish electric buses from compressed natural gas (CNG) buses creating clear brand awareness and a strong statement connected to the manifesto.

The marketing campaign will engage customers, encourage a commitment to the environment with customers and foster the curiosity of potential customers who have not considered public transportation until now.

d~lf~ Linaa Apodaca Interim Director of Marketing and Communications

Agenda Item No. 9

Governing Board Meeting Foothill Transit

May 12, 2016

To: Governing Board

Subject: Proposed FY 2016/2017 Business Plan and Budget

Recommendation

In accordance with the Executive Board's recommendation, approve Foothill Transit' s FY 2016/2017 Business Plan and Budget.

Analysis

The Business Plan and Budget development process provides an opportunity to review Foothill Transit's current and planned financial status in relation to goals and objectives. To facilitate this process, a proposed business plan and budget have been developed which incorporates overall goals and supporting action steps. Also included in the document are Fiscal Year 2015/2016 accomplishments, a budget summary and departmental budget summaries.

Foothill Transit is required to submit a balanced budget and a Short Range Transit Plan (SRTP) to the Los Angeles County Metropolitan Transportation Authority annually to be eligible to receive subsidy funds. Both documents have been incorporated into a single Business Plan and Budget document.

The Fiscal Year 2016/ 2017 Business Plan and Budget document is provided in Attachment A. It was developed with the organization's mission as its central focus. The mission of Foothill Transit is to be the premier public transit provider committed to safety, courtesy, quality, responsiveness, efficiency and innovation. Supporting this mission, the primary goals of Foothill Transit are the following:

• Operate a safe transit system; • Provide outstanding customer service; • Operate an effective transit system; and • Operate an efficient t ransit system.

Goals and performance measures tied to each of the four goals listed above, have been incorporated into the plan to ensure that Foothill Transit 's resources are focused on achieving its mission. In order to fulfill its mission and meet its goals, Foothill Transit's proposed Business Plan and Budget document includes detailed initiatives. Over the next year, the proposed

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Annual Governing Board Meeting - 05/12/16 Proposed FY 2016/2017 Business Plan and Budget

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business plan will allow Foothill Transit to advance the key agency-wide initiatives listed below:

• Pomona Operations Contract Procurement - The current agreement for operation of transit service at Foothill Transit's Pomona operations and maintenance facility expires on June 30, 2017, and there are two available two-year options. In order to better align the terms and conditions of the Pomona operating agreement with those of the Arcadia operating agreement currently being procured, a new transit services agreement will need to be procured. Procurement activities will be scheduled to facilitate an effective transition to a new operating agreement on July 1, 2017.

• Arcadia Operations Contract Start-up - Procurement activities were recently completed for a new operations and maintenance agreement at the Foothill Transit operations and maintenance facility in Arcadia. Six proposals were received and evaluated. Following the evaluation process, a contract was awarded to the incumbent contractor, Transdev Services, Inc., at the April1, 2016, Executive Board. The new contract goes into effect on June 26, 2016, and will incorporate a number of changes to the management of that operating agreement. Among these changes are a modification to the invoicing methodology that takes into account fixed costs, as well as, both hours-based and miles-based costs incurred by the contractor. Contract start-up activities will include a thorough inspection along with any needed contract turnover repairs of the fleet and facility in the months leading up to and following the contract start-up. In addition, numerous contract closeout activities for the current transit operations and maintenance agreement will be completed in the months following the contract transition.

• Fleet Electrification- In 2010, Foothill Transit became the first transit agency in the nation to implement fast-charge, all-electric buses into normal transit operations. Our electric bus program has matured as we have gained much-needed insight from our experience operating our 15-bus electric fleet. With advancements in battery technology and the growing number of electric bus manufacturers, it is now feasible to pursue full electrification of the Footh ill Transit fleet. As older CNG buses are retired and as the necessary electric charging infrastructure is put in place, retired CNG coaches will be replaced by all-electric

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coaches. Based on current coach retirement schedules, Foothill Transit expects to have a fully electric fleet by 2030.

• CAD/ AVL System Replacement- Procurement activities are completed and system design is currently under way for a new state of the art system to replace Foothill Transit's aging computer aided dispatch and automated vehicle location (CAD/ AVL) system. The new system will include enhancements to better monitor on-street service in real time, while providing more accurate data for use by our customers for their daily travel and by agency staff for system planning and reporting purposes.

• Covina Park & Ride and Transit Center Development - Development of the Covina Park & Ride continues to be a priority this year. The proposed project will consist of a partnership between the City of Covina, a private developer, and Foothill Transit. The City of Covina will be the lead for the three-party Agreement. The project concept is to redevelop the project si te with a City component, to include an event center and professional office space, residential, and transit component. The proposed Park & Ride will consist of a four-level parking structure containing approximately 400-450 parking spaces, bus berths, and electric bus charging stations to accommodate Foothill Transit buses. A transit oriented retail component is also being considered for inclusion within the Transit Center element.

• Fare Restructuring Implementation - The goals of this activity are to develop an overall fare policy, simplify our existing fares, and increase ridership and revenues. The team will review options for fare changes and hold public workshops to encourage community feedback. The consultants will develop a fare model specifically designed for Foothill Transit, based on historical ridership, and service area economics and employment demographics. With the tailored fare model, we can simulate fare changes and understand the dynamics of revenue and ridership. After a preferred slate of recommendations has been approved by the Governing Board, the team will conduct a Title VI analysis to ensure that the changes do not negatively impact individual segments of the population. A proposal for a fare policy change is expected to be provided to the Governing Board in October 2016.

Agenda Item No. 10

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Annual Governing Board Meeting - 05/ 12/16 Proposed FY 2016/ 2017 Business Plan and Budget

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• Mt. SAC Transit Center Development - With the success of the Class Pass program at Mt. SAC, the development of a transit center on campus continues to move forward. Mt. SAC is one of the largest trip generators in the entire Foothill Transit system and has very marginal bus stops. The development of an off-street transit center is underway, including the location for the proposed Transit Center. This center is anticipated to have ten transit bays with covered bus shelters for riders. Further, the inclusion of a Transit Store is being evaluated.

• Innovative Service Delivery Concepts- Transportation network companies (TNCs) such as Uber, Lyft and others have become more prevalent within the Foothill Transit service area and throughout the nation. As such, it is prudent for Foothill Transit to investigate and pursue strategies to provide for more seamless integration of the mass transit service we provide with the services provided by these TNCs. In the coming year, staff will work within the framework of the Federal Transit Administration 's (FT A) guidelines to implement innovative approaches to partnering with TNCs in delivering service not only to our current customers, but also to those customers who could use the services of a TNC to provide much-needed critical f irst-mile and lastmile trip connections.

• Class Pass Program Expansion - Based on the successful launch and adoption of the Class Pass programs at Mt. SAC and University of La Verne, Foothill Transit will pursue Class Pass programs with other major colleges and universities throughout the San Gabriel and Pomona Valleys.

In addition to these nine agency-wide initiatives, individual department initiatives are included in each department's subsection of the Business Plan document.

At their meeting on April 22, 2016 the Foothill Transit Executive Board reviewed the Business Plan and Budget. During the Executive Board meeting, staff provided an oral update on successful receipt of two federal grants. These two grants have been incorporated into the attached Proposed Business Plan and Budget resulting in changes to the Capital Program life-ofproject budget but not to the annual expenditure plans approved by the Executive Board. The Executive Board recommends that the Governing Board approve the proposed Business Plan and Budget for Fiscal Year 2016/ 2017.

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Annual Governing Board Meeting - 05/ 12/16 Proposed FY 2016/2017 Business Plan and Budget

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Subsequent to the Governing Board's adoption of Foothill Transit's FY2016/2017 Business Plan and Budget, staff will update Foothill Transit's Ten-Year Financial Outlook using the Governor of California's May Revise to the State Budget, final formula allocation procedure (FAP) funding marks received from Los Angeles County Metropolitan Transportation Authority (Metro), and available local and statewide economic forecasts. It is anticipated that this document will be presented to the Board as an information item in fall 2016.

Financial Impact

Foothill Transit's proposed FY2016/2017 budget is balanced between revenues and expenses with an estimated $94.2 million operating budget and a $56.1 million capital budget, for a total budget of $150.3 million. The Fiscal Year 2016/ 2017 Business Plan and Budget targets a farebox recovery ratio of 21 percent. The budget includes funding for one full time equivalent (FTE) Quality Assurance Inspector to enhance contractor oversight with the addition of Lines 190, 194 and 270 that will be transitioned from L.A. Metro. The budget also includes funding for one full time equivalent Government Relations Manager to provide support as Foothill Transit explores innovative service delivery concepts such as service and fare coordination with Transportation Network Companies.

Revenue projections are based upon the proposed annual "funding marks" developed by Metro and include estimated funding allocations from Metro for Fiscal Year 2016/ 2017, including Municipal Operator Service Improvement Program (MOSIP) funds. The Metro Board took action in 2008 that extended that funding source indefinitely. This is one of Foothill Transit's primary sources of local matching funds for federally funded capital projects.

Sincerely,

~~~ Michelle Lopes Caldwell Director of Finance and Treasurer

Attachment

Agenda Item No. 10

BUSINESS PLAN AND BUDGET

FY16/17PROPOSED

Foothill Transit LeadershipGoverning Board Executive Board

Executive Board Alternates

CLUSTER 1ClaremontCouncilmember Corey CalaycayCouncilmember Opanyi K. Nasiali, AlternateLa VerneMayor Pro Tem Charlie A. RosalesCouncilmember Tim Hepburn, AlternatePomonaCouncilmember Paula LantzMayor Elliott Rothman, AlternateSan DimasCouncilmember Emmett BadarCouncilmember John Ebiner, AlternateWalnutCouncilmember Antonio CartagenaMayor Pro Tem Mary Su, Alternate

CLUSTER 2AzusaCouncilmember Uriel Macias Councilmember Edward J. Alvarez, AlternateBaldwin ParkCouncilmember Cruz Baca Councilmember Susan Rubio, AlternateCovinaCouncilmember Peggy A. DelachMayor John C. King, AlternateGlendoraMayor Pro Tem Gary BoyerMayor Gene Murabito, AlternateIrwindaleMayor Pro Tem Albert AmbrizCouncilmember Manuel R. Garcia, AlternateWest CovinaMayor Pro Tem Corey Warshaw Councilmember Tony Wu, Alternate

CLUSTER 3ArcadiaMayor Pro Tem Roger ChandlerCouncilmember Tom Beck, AlternateBradburyCouncilmember Richard G. BarakatMayor Richard T. Hale Jr., AlternateDuarteCouncilmember Tzeitel Paras-CaracciMayor Samuel Kang, AlternateMonroviaCouncilmember Becky ShevlinVacant, Alternate

PasadenaCouncilmember Margaret McAustinMayor Terry Tornek, AlternateTemple CityMayor Pro Tem Cynthia SternquistCouncilmember William Man, Alternate

CLUSTER 4El MonteCouncilmember Juventino “J” GomezVacant, AlternateDiamond BarCouncilmember Carol HerreraMayor Nancy A. Lyons, AlternateIndustryMayor Pro Tem Cory C. MossCouncilmember Abraham N. Cruz, AlternateLa PuenteMayor Pro Tem Valerie MuñozCouncilmember Violeta Lewis, AlternateSouth El MonteCouncilmember Hector DelgadoMayor Pro Tem Gloria Olmos, Alternate

CLUSTER 5County of Los AngelesDavid C. Rodriguez(Representing Supervisor Don Knabe)Michael De La Torre(Representing Supervisor Mike Antonovich)Sam Pedroza(Representing Supervisor Hilda Solis)

ChairCarol HerreraCluster 4 - Diamond Bar

Vice ChairBecky ShevlinCluster 3 - Monrovia

Board MemberMichael De La TorreCluster 5 - County of Los Angeles

Board MemberPeggy DelachCluster 2 - Covina

Board MemberCorey CalaycayCluster 1 - Claremont

Paula LantzCluster 1 - Pomona

Corey WarshawCluster 2 - West Covina

Cynthia SternquistCluster 3 - Temple City

Valerie MuñozCluster 4 - La Puente

Sam PedrozaCluster 5 - County of Los Angeles

Doran J. BarnesExecutive Director

Kevin Parks McDonaldDeputy Executive Director

LaShawn King GillespieDirector of Customer Service and Operations

Roland CorderoDirector of Maintenance and Vehicle Technology

Felicia FriesemaDirector of Marketing and Communications

Senior Management

Donald Luey Director of Information Technology

Jarrett StoltzfusDirector of Procurement

Michelle CaldwellDirector of Finance and Treasurer

Joseph RaquelDirector of Planning

Sharlane BaileyDirector of Facilities

David ReynoDirector of Government Relations

Table of Contents

ExecutiveSummary

1. Executive Summary2. Mission Statement and Values3. Overall System Performance4. Accomplishments for FY15/16 and FY16/17

ServiceSummary

1. Agency History 2. Organizational Structure 3. Foothill Transit Fleet and Facilities4. Service Changes Proposed For the Next Three Years 5. Major Capital Projects Proposed For the Next Three Years

1

FY15/16Accomplishments

1. Overall System Statistics 2. Progress in Advancing FY15/16 Initiatives

FY16/17Initiatives

1. Overall System Statistics 2. FY16/17 Goals and Targets 3. Major Initiatives for FY16/17

4

Funding and Budget Summary

1. Funding Sources2. Funding Assumptions and Revenue Information3. Expenditure Assumptions and Expenditure Information4. Operating Expenses5. Capital Expenditures

5

6Captial 1. New and Ongoing Capital Programs2. Completed Capital Projects

7OperatingBudget

Section Page

2

3

1. Department Budget and Summaries2. Customer Service and Operations3. Maintenance and Vehicle Technology4. Marketing and Communications5. Information Technology6. Administration7. Procurement8. Finance9. Planning

Facilities

3456

911121315

1922

272830

3539404142

4548

5152555759616365676910.

This page is intentionally left blank.

EXECUTIVESUMMARYEXECUTIVESUMMARY

3

Executive SummaryAdhering to our mission statement will continue to guide planning and day-to-day operations as we advance Foothill Transit’s mission into and through the coming year.

Foothill Transit will remain keenly focused on safety, customer service, efficiency and innovation and a number of capital and operating programs designed to achieve these goals will be underway this year. Among these are the development of the Covina Park & Ride facility, implementation of a college ridership program with Citrus College, new CNG and electric bus procurements, implementation of recommendations from the Fare Restructuring Study that is currently ongoing and the replacement of the agency’s computer aided dispatch and automatic vehicle location (CAD/AVL) system, all with the goal of growing ridership and improving our customers’ day-to-day experience with our service.

The FY16/17 Business Plan projects that Foothill Transit will operate 881,868 vehicle service hours, which represents an increase of 11 percent over FY15/16 year-end estimated service levels.

The total agency-wide budget of $150 million is a 9.6 percent increase over the FY15/16 budget and 22 percent higher than the FY15/16 estimate to complete. The FY16/17 transit operating cost, budgeted at $92.7 million, represents an 18 percent increase over FY15/16 budget, and is 23 percent higher than the FY15/16 estimate to complete. The FY16/17 capital budget of $56 million is 20 percent higher than the FY15/16 planned estimate to complete of $46.6 million.

The primary drivers in the increase are the addition of Lines 190, 194, and 270 and assumptions related to proposed service enhancements. These include operation of connector service to the Gold Line Foothill Extension and service between the Gold Line and the Los Angeles County Fair. Additional service enhancements include frequency improvements in response to customer requests on several lines including Line 280 which travels between Azusa and the Puente Hills Mall and on the Silver Streak which travels between Montclair and downtown Los Angeles. Also impacting the overall budget increase are the cost increases on the newly procured transit operations contract at the Arcadia operations and maintenance facility.

Foothill Transit’s FY16/17 fare revenue projection is $19.5 million, which is three percent above last year’s budget. Foothill Transit’s ridership is also projected to increase by 7.6 percent in the coming year. The ridership increase takes into account the addition of Lines 190, 194, and 270. This year’s Business Plan includes a heightened focus on innovative service delivery concepts focused on growing ridership. Fare revenues are increased slightly due to the new ridership expected on Lines 190 and 194. Excluding the new lines, fare revenue has declined by approximately four percent. The fare restructuring planned for this fiscal year will address methods to increase fare revenues.

44

Mission StatementThe mission of Foothill Transit is to be the premier public transit provider committed to safety, courtesy, quality, responsiveness, efficiency and innovation.

ValuesSAFETYWe educate, encourage, and endorse a strong culture of safety at all levels of the organization, valuing the responsibility entrusted to us by the communities that we serve.

RESULTSWe value the achievement of organizational goals and initiatives as defined in our business plan and involving all levels of the organization. INTEGRITYWe are committed to high ethical standards based on accountability, honesty, respect and transparency, and a high level of fiscal responsibility.

DIVERSITYWe create an environment rich with talented people and differing viewpoints, valuing the unique perspectives that everyone brings.

TEAM MEMBERSOur team members are the key to Foothill Transit’s success and we are committed to supporting them through education, development and recognition.

COMMUNICATIONWe value and are committed to open, honest and respectful discussion that is responsive, informative and constructive. SUSTAINABILITYWe embrace sustainability because it benefits all aspects of our business, while also helping our communities by protecting the environment through measured and responsible stewardship of resources.

Mission Statement and Values

Passenger Boardings

Vehicle Service Hours

Fare Revenue

Operating Expense

14,569,534

759,784

$ 18,890,298

$ 70,710,986

14,800,000

806,300

$ 18,880,000

$ 78,501,970

13,800,000

794,319

$ 17,500,000

$ 75,119,102

14,849,171

881,868

$ 19,500,000

$ 92,748,920

Overall System Performance

FY14/15 Actual

FY15/16 Target

FY15/16 Estimate

FY16/17Target

This chart shows a comparison of Foothill Transit’s overall system performance for FY14/15, the projected performance for FY15/16, and the targeted performance goals for FY16/17.


5

Operate a Safe Transit System

Provide Outstanding Customer Service

Operate an Effective Transit System

Operate an Efficient Transit System

Preventable Accidents per 100,000 miles

Schedule AdherenceMiles Between

Service Interruptions

Complaints per 100,000 Boardings

Average Hold Time (Average Time to

Answer)

Boardings per Vehicle Service Hour

Average Weekday Boardings

Farebox Recovery Ratio

Average Cost per Vehicle Service Hour

.75

83.2%

27,363

16.5

23 seconds

19.2

48,731

26.7%

$ 93.07

.70

85.0%

20,000

15.0

40 seconds

18.4

49,490

24.1%

$ 97.36

.84

83.6%

25,250

16.5

26 seconds

17.4

46,500

23.3%

$ 94.57

Goal Indicator FY14/15 Actual

FY15/16 Target

FY15/16 Estimate

.70

83.0%

20,000

16.0

40 seconds

16.8

49,638

21.0%

$ 105.17

FY16/17 Target

Bus Replacement - 30 New Buses

SMARTBus System (SBS) Replacement Procurement

College Pass Program Expansion

Fare Restructuring Analysis Procurement

San Gabriel and Pomona Valley Park & Rides Development

Service Enhancement Implementation

Mt. SAC Transit Center Negotiation and Design

Arcadia Operations Contract Procurement

FY15/16 Initiatives

FY16/17 Initiatives

Pomona Operations Contract Procurement

Arcadia Operations Contract Start-up

Fleet Electrification Planning and Procurement

CAD/AVL System Replacement

Covina Park & Ride and Transit Center Design

Fare Restructuring Recommendations and Implementation

Mt. SAC Transit Center Development

Alternative Service Delivery Concepts

Class Pass Program Expansion

Initiatives for FY15/16 and FY16/17

6


SERVICESUMMARY

Foothill Transit was created in 1988 as a unique joint powers authority following the Southern California Rapid Transit District (RTD) announcement of service cuts and fare increases that would negatively impact the San Gabriel Valley. The Los Angeles County Transportation Commission (LACTC) approved Foothill Transit’s application to assume operation of 14 lines previously operated by RTD. Foothill Transit was tasked by community leaders to provide superior public transportation, while reducing costs and improving local control. Its leadership is comprised of elected representatives of 22 member cities in the San Gabriel and Pomona Valleys and three appointees from the Board of Supervisors of the County of Los Angeles.

Foothill Transit’s service began in December 1988 with operation of two fixed-route bus lines absorbed from RTD – Lines 495 and 498. The remaining 12 lines approved by the LACTC were shifted to Foothill Transit operation over a period of five years. The new agency also assumed administration of the Bus Service Continuation Project and began providing service on an additional six lines that were abandoned by the RTD. Analysis of regional transit needs modified existing lines, increased weekday service, introduced new weekend service, and created new service to connect communities.

Foothill Transit now operates 37 fixed-route local and express lines, covers over 300 square miles in eastern Los Angeles County, and serves approximately 14 million customers each year. This number is up from 9.5 million from the time of Foothill Transit’s formation.

At its inception, Foothill Transit relied on contractor-provided operations facilities to maintain its growing fleet. Foothill Transit opened its first agency-owned operations facility in Pomona in 1997 and construction was completed on another agency-owned operations facility in Arcadia in 2002. In 2007, the administrative offices moved from leased property to its current address at 100 South Vincent Avenue in West Covina. This purchase of the administrative building enabled the investment of capital dollars to offset ongoing operating costs associated with the lease of the previous office space.

Foothill Transit began converting its diesel-fueled fleet to compressed natural gas in 2002. Fleet conversion is now 100 percent complete with the final diesel-fueled bus retired in late 2013.

Agency growth continued in 2007 as Foothill Transit launched the region’s first cross-valley, high occupancy bus service – Silver Streak. Covering approximately 40 miles – from Montclair to downtown Los Angeles – Silver Streak route spends about five percent of its total trip time on surface streets, utilizing freeways and HOT lanes for quick commuting between designated station stops, mimicking the efficiency and speed of light rail. The Silver Streak was also the first public transit service in Southern California to offer customers free mobile Wi-Fi service on all 30 of its 60-foot articulated buses. Wi-Fi service was discontinued in early 2009 due to smart phone advancements and looming operating budget cuts from the state.

Continuing its commitment to adopting low emissions technology, the agency took a bold step in 2010 with the implementation of the first-of-its-kind all-electric, zero-emissions electric buses. Funded through the American Recovery and Reinvestment Act of 2009 (ARRA), these vehicles are the first all-electric, heavy duty public transit buses ever to utilize in-route fast charging capability that enables them to remain in service throughout the day without having to leave the route to be charged before returning to service. Foothill Transit received a $10.2

Agency History

9

million TIGGER II grant in early 2011 to expand the electric bus program. This funding enabled the purchase of 12 additional electric vehicles for use on Line 291 and on other lines that serve the Pomona Transit Center. In July 2014, Line 291 became the first all-electric, zero-emissions bus line in operation in Los Angeles County.

In recognition of the maturity of the organization and to ensure continuing the pursuit of what best serves the organization and stakeholders, Foothill Transit began the transition to in-house management on June 15, 2013 – hiring its first full-time employee Executive Director Doran J. Barnes. Doran had previously served as Executive Director since 2003 under a management contract with Veolia Transportation. At the direction of the Board, senior leadership and technical staff for each functional area of the organization was hired and the management services contract with Transdev was amended, resulting in management of Foothill Transit being brought in-house on July 1, 2013. On-street operations and maintenance, as well as Transit Store operations and bus stop maintenance, continue to be provided under contracts with private firms.

In the quest to provide more convenient and predictable commuting options for residents of the San Gabriel and Pomona Valleys, Foothill Transit began providing service to the organization’s first agency-owned parking structure – the Industry Park & Ride in the City of Industry on October 7, 2013. The structure houses 622 parking spaces and its construction allowed for the introduction of Line 495 – Foothill Transit’s first and only commuter line to offer non-stop service into downtown Los Angeles. Our second Park & Ride facility opened in January 2016 in the City of Azusa, in conjunction with the Azusa Intermodal Transit Center. That structure, with use shared by the City of Azusa and the Gold Line Foothill Extension, provides 202 spaces dedicated during peak commuting hours to Foothill Transit customers. Line 496, a new pilot route serving that facility, transports customers to and from downtown Los Angeles on weekdays. Additionally, Line 280 – a north-south route traveling between Azusa and the Puente Hills Mall, serves the new Azusa Intermodal Transit Center and includes infrastructure for electric bus charging to facilitate future plans to fully electrify Line 280.

Toward the end of FY15/16, service on Lines 190 and 194, both traveling between El Monte and Pomona is anticipated to be transferred from L.A. Metro along corridors not currently served by Foothill Transit. Another route – Line 270 – with service between Monrovia and El Monte is anticipated to be transferred from L.A. Metro in June 2016.

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10

General membership in the Foothill Transit Joint Powers Authority includes one city council member and one alternate from each of the 22 cities in the Foothill Transit service area and three appointed representatives for the County of Los Angeles.

A five-member Executive Board governs Foothill Transit: four elected officials representing four clusters of cities, and the fifth member is elected by the Los Angeles County representa-tives (Cluster Five).

The Board directs policy that is implemented by a directly employed administrative staff. On-street operations and front-line customer service are provided through contracts with First Transit and Transdev.

Structure

11

Foothill Transit Fleet and Facilities1200s4 currently in the fleetSeats 41CNG fueled

1300s16 currently in the fleetSeats 40CNG fueled







2000s15 currently in the fleetSeats 35100% electric bus

2100, 2200 and 2300s124 currently in the fleet2100s seats 37; 2200s and 2300s seats 38 CNG fueled

West CovinaAdministrative

Office100 S. Vincent Ave.

Suite 200West Covina, CA

Arcadia Operations and Maintenance

Facility5640 Peck Rd.

Arcadia, CA

Pomona Operations and Maintenance

Facility200 S. East End Ave.

Pomona, CA

12


This section includes information on service changes planned for FY16/17 as well as for the two successive fiscal years.

Gold Line Extension InterfaceIn FY15/16, four Foothill Transit lines were extended to interface with the Gold Line extension. Line 272 connects with the Duarte Gold Line Station, Lines 185 and 280 have been extended to connect with the Azusa Intermodal Transit Center and Lines 284 and 488 have been extended to connect with the Citrus/ APU Gold Line Station.

The impact of the Gold Line extension to ridership will be closely monitored and appropriate adjustments will be made to lines to ensure the highest level of connectivity and productivity is achieved. Lines impacted by the Gold Line extension include Lines 185, 187, and 690. Any changes to these lines will be presented to the public to gather feedback before any changes are implemented.

Lines 190, 194, and 270Foothill Transit will begin operation of Lines 190, 194, and the northern segment of Line 270 on June 26, 2016. During the first year of operation, Foothill Transit will maintain the same levels of service and honor LA Metro fare products in order to make the transition as seamless as possible to customers. As with other lines, ridership and productivity will be closely monitored and improvements will be implemented to improve connectivity to and from these new lines with existing Foothill Transit service. The addition of Line 270 will also provide Foothill Transit connectivity to the Monrovia Gold Line station.

Comprehensive Operational Analysis RecommendationsNelson\Nygaard, the consultants who worked on the completed Comprehensive Operational Analysis (COA), have prepared initial service improvement recommendations based on customer and non-rider surveys and on ridership, population density, and destinations in our service area such as schools and employment centers. Among the key areas that the Nelson\Nygaard team focused on are the following: ensuring integration of Foothill Transit service with the upcoming Gold Line Foothill Extension; improving Commuter Express lines by rerouting or reevaluating underutilized route segments; and smoothing out frequencies, and implementing a uniform span of service and frequencies to lines serving areas around West Covina, El Monte, Pomona, and Puente Hills Mall to allow better travel throughout the region.

As mentioned previously, the initial integration to the Gold Line extension is complete and has been implemented, along with the recommendations in the service area around West Covina. Staff plans to focus on the recommended service enhancements in the Pomona and El Monte area.

Service Changes Proposed For the Next Three Years

13

Comprehensive Operational Analysis Recommendations (continued)These regional service area enhancements focused on streamlining routes, creating more direct trips and improving connectivity and transfer which is key with the addition of Lines 190, 194, and 270. The regional service areas also looked at reducing duplication of services and fulfilling unmet needs determined by customer surveys.

Following the Public Outreach process, the final recommendations will be presented for Governing Board approval. Service improvement recommendations approved by the Governing Board will begin implementation during FY17/18.

Line ProductivityAlong with the changes, staff will look at all lines and schedules to ensure the routes are efficient and productive. With the newly adopted Planning Service Standards, staff will apply these standards and recommend changes that will improve productivity and bring the line closer to set standards and guidelines. An example of possible changes may be the introduction of Saturday and Sunday schedules to ensure the appropriate levels of service is provided to customers.

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Major Capital Projects Proposed For the Next Three YearsThis section includes information on capital grants for FY16/17 and two successive fiscal years.


The procurement process to replace Foothill Transit’s current Computer Aided Dispatch and Automatic Vehicle Location (CAD/AVL) System that was procured in FY05/06 is underway. The process of replacing the outdated system began in FY15/16 and will involve outfitting the entire revenue fleet with updated data tracking and customer information equipment as well as replacement of the equipment located at both operations and maintenance facilities and the administrative offices.

Bus Replacement

In the upcoming three fiscal years (FY16/17 through FY18/19), Foothill Transit will continue to replace the oldest coaches in its fleet. The 1400 and 1500 series of buses, which were purchased in 2004 and 2006 respectively, will have accumulated 500,000 miles in service by the time they are replaced by new compressed natural gas (CNG) and electric buses.

Bus Fleet Heavy Maintenance

As the fleet accumulates in-service miles of at least 250,000 – 300,000 miles, the buses will undergo heavy maintenance that will include a re-powering to provide more efficient and cost effective service. The heavy maintenance program will mitigate mechanical bus failures, improving on-time performance and reducing customer complaints. Approximately 90 buses will undergo heavy maintenance over three years between, FY15/16 through FY17/18.

Facility Rehabilitation, Repair and Maintenance

Hydraulic In-Ground Lifts Rehabilitation:

The in-ground lifts at the Pomona and Arcadia Operations and Maintenance facilities have not been in service for several years due to concerns regarding the weight of the new fleet of buses and the current capacity of the lifts. In FY16/17, the twelve hydraulic lifts will be inspected and rehabilitated to restore them to service at both facilities.

Arcadia Improvements:

Several improvements will be made to the interior and exterior of the Arcadia Operations and Maintenance facility. These include an upgrade of the dispatch area to reduce noise and enhance space utilization; refurbishment of the roll-out shelter for inspection of vehicles prior to their entry into revenue service; replacement of the cabinets in the mechanics break room and training room; and replacement of old, worn-out office furniture.

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Facility Rehabilitation, Repair and Maintenance (cont.)

Arcadia HVAC and Roof Replacement:

Repairs to the 13 year-old Arcadia facility are schedule for the next three fiscal years.

Pomona Floor Coating & Exterior Floor Scrubber:

New protective floor coating will be applied to the maintenance building areas and floor scrubbers will be procured for exterior concrete cleaning at both the Pomona Operations and Maintenance Facility.

Arcadia Compressed Natural Gas (CNG) Compressor Replacement:

The existing CNG compressors at Arcadia, installed in 2005, require continued maintenance due to old equipment and replacement parts that require custom fabrication on various parts that are no longer compatible. In order to provide reliable service, two additional compressors are required to supplement the original compressors. The installation includes upgrades to the priority panel and switchgear to integrate the skid with the existing installed compressors.

Pomona Emergency Gas Generator Replacement:

The existing emergency gas generator is original to the Pomona Operations and Maintenance facility built in 1997. Since then, the Southern California Air Quality Management District has introduced new air quality mitigation measures that regulate gas generator emissions especially in proximity to schools. As such, Foothill Transit must comply with new regulations and thus we will be replacing existing gas generator with a new compliant emergency generator.

New West Covina Transit Store:

The current West Covina transit store location experiences low foot traffic. Several options are being reviewed for the location of the West Covina Transit Store. Re-location on West Covina Parkway will serve a busy bus stop location that serves the center of Foothill Transit service area.

Park & Rides

Covina Park & Ride

A surface parking lot located in the City of Covina to serve as a Park & Ride for Foothill Transit customers is being developed. The lot size of 5.18 acres is estimated to facilitate parking for approximately 450 vehicles.

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Park & Rides (cont.)

West Covina Transit Center and Park & Ride Facility

Foothill Transit is continuing to work with the City of West Covina on the development of a Transit Center and Park and Ride facility in the city. At one time, Foothill Transit had access to over 1,100 park and ride parking spaces at the Eastland Shopping Center. As the Eastland Shopping Center has evolved, these spaces are no longer available. A long-term goal of Foothill Transit has been to find a location to replace some of these parking spaces at a new location. A related although not necessarily connected project is to create a transit center in West Covina. Multiple lines serve West Covina Parkway on the south side of Plaza West Covina, and the transit amenities in this key area of our service are completely inadequate. We are working with the City of West Covina on possible improvements. Both of these projects are being discussed as the City of West Covina updates its general plan.

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Major Capital Projects Proposed For the Next Three Years (cont.)

FY15/16ACCOMPLISHMENTS

Overall System Statistics

Passenger Boardings


Fare Revenue

Operating Expense

14,800,000

806,300

$ 18,880,000

$ 78,501,970

13,800,000

794,319

$ 17,500,000

$ 75,119,102


FY14/15 Actual

FY15/16 Target

FY15/16 Estimate

AnalysisPassenger Boardings and Fare RevenuesFY15/16 ridership is projected to decline from FY14/15 levels by five percent, and fare revenue is projected to decrease seven percent from FY14/15 levels. All Southern California operators are reporting ridership decline.

Vehicle Service Hours and Operating ExpensesIn FY15/16, service levels increased six percent over FY14/15. Operating expenses in FY15/16 are projected to be within budget at $75 million compared to the budget of $78.5 million. The primary contributor to the positive budget variance is the slight reduction in service delivered versus the planned service.

Goals and Performance StandardsPerformance indicators are established annually based upon projections of total vehicle service hours, ridership, revenues and expenses. The estimated boardings per vehicle service hour, farebox recovery ratio and cost per vehicle service hour are derived directly from overall system statistics. The other indicators are estimated based on historical data and current events. Each indicator is discussed on the following pages.

19

14,569,534

759,784

$ 18,890,298

$ 70,710,986










Answer)





.75

83.2%

27,363

16.5

23 seconds

19.2

48,731

26.7%

$ 93.07

.70

85.0%

20,000

15.0

40 seconds

18.4

49,490

24.1%

$ 97.36

.84

83.6%

25,250

16.5

26 seconds

17.4

46,500

23.3%

$ 94.57

Goal Indicator FY14/15 Actual

FY15/16 Target

FY15/16 Estimate

AnalysisPreventable Accidents per 100,000 Miles

Foothill Transit is projected to end the year at 0.84 preventable accidents per 100,000 miles, above the target of 0.70 preventable accidents per 100,000 miles. The target of 0.70 is well below industry standards for preventable accidents. Preventable accidents have steadily declined since peaking last October, due to the ongoing efforts of staff to work closely with both operations contractors to advance accident reporting and to help reduce the number of preventable accidents.

Schedule Adherence

The current year projected on-time performance of 83.6 percent compares favorably with the FY14/15 average of 83.2 percent. Schedule adjustments continue to improve on-time performance, resulting in a slightly higher projected schedule adherence in FY15/16 than in F14/15. Average Miles between Service Interruptions

In FY15/16, Foothill Transit averaged 25,250 miles between service interruptions, exceeding the performance target of 20,000 miles. This target was set to ensure that customers were served by a properly maintained transit vehicle fleet. The miles between service interruptions performance in FY15/16 represents a seven percent decline over FY14/15.

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In FY15/16, Foothill Transit received more comments and complaints than in previous years as a result of our efforts to engage customers through more channels, which includes social media. We are projected to receive 16.5 complaints per 100,000 boardings at the end of this fiscal year, which is higher than the target of 15 complaints per 100,000 boardings. Despite a sizeable service increase and unexpected major detours, the number of complaints per 100,000 boardings remained relatively the same compared to FY14/15.

Average Hold Time

Average hold time for FY15/16 is projected to exceed the goal of 40 seconds at 26 seconds.

Boardings per Service Hour

Boardings per service hour for FY15/16 are estimated at 17.4 boardings per service hour which is nine percent lower than the target of 18.4 boardings per vehicle service hour.


In FY15/16, Foothill Transit carried an estimated average of 46,500 boardings each weekday. This is a 4.6 percent decrease from FY14/15 and falls short of the target of 49,490 average weekday boardings.


Farebox recovery ratio is one of the two indicators used to measure efficiency by evaluating total fare revenue as a percentage of total operating expenses. For FY15/16, it is estimated that 23.3 percent of service costs will be paid for directly by fare revenue. The estimated farebox recovery ratio is 3.1 percent less than the fiscal year target of 24.1 percent.


The current fiscal year projected average cost per vehicle service hour of $94.57 is three percent less than the targeted cost of $97.36 per vehicle service hour. Total operating expenditures for FY15/16 are lower than budgeted primarily due to a slight reduction in service delivered versus the planned service budget.

21

Overall System Statistics (cont.)

Progress in Advancing FY15/16 Initiatives

Bus Replacement Project

Foothill Transit received thirty 42-ft. low-floor CNG buses from North American Bus Industries (NABI) in the spring of 2015. These are the last buses built by NABI for Foothill Transit as NABI was acquired by New Flyer in December of 2014. At the June 2015 Executive Board Meeting, the Board authorized exercise of Option No. 3 on our agreement with New Flyer for 30 additional 40-ft. low-floor CNG buses. Delivery is slated for April 2016. These additional buses will replace older CNG buses that have accumulated over 500,000 miles in service and are eligible for retirement.

SMARTBus System (SBS) Replacement

On June 26, 2015, the Executive Board authorized the Executive Director to negotiate final contract terms and enter into an agreement with Avail Technologies Inc. to replace Foothill Transit’s aging Computer Aided Dispatch and Automatic Vehicle Location (CAD/AVL) system. The Avail team has completed several weeks of onsite discovery and a comprehensive review of our system requirements with our staff and our CAD/AVL technical consultants, the IBI Group. In the coming months, system design documents will be completed, onboard equipment will be delivered, and factory acceptance testing will ensue. Full implementation of the project is expected in 2017.

College Pass Program

The existing Class Pass programs at Mt. SAC and the University of La Verne continue to operate smoothly and can be credited with steadying system-wide ridership through most of the 2015 calendar year past the period when other systems in the region began seeing ridership declines. Class Pass related ridership has remained consistent this past year. We have had discussions with representatives about a Class Pass program at the Claremont Colleges, Cal Poly Pomona and Citrus College throughout the year. While there has been no commitment to date from either campus, conversations will continue as we pursue Class Pass programs within the service area.

Fare Restructuring Analysis

On December 11, 2015, the Executive Board authorized a contract award to Four Nines Technologies for a comprehensive analysis of the Foothill Transit fare structure with recommendations for alternatives, development of a model to forecast ridership and revenue changes, and preparation of a Title VI analysis. The Consultant will conduct a workshop with the Governing Board to assist with development of alternatives.

22

San Gabriel and Pomona Valley Park & Rides

Azusa Park & Ride

The four-level, 547-space parking structure includes spaces for Foothill Transit, City of Azusa and Metro Gold Line. Substantial completion of the parking structure occurred on December 31, 2015 and the parking facility opened to Foothill Transit customers on Monday, January 4, 2016 with the launch of pilot service on Line 496. Construction was completed on time and within budget. Foothill Transit will be responsible for maintenance of the facility and will be sharing the cost of maintenance with the City of Azusa and Metro Gold Line based on the number of parking spaces allocated to each entity. Foothill Transit will occupy the 2nd and 3rd levels where we have 202 of the 547 parking spaces available in the structure.

Covina Park & Ride

The previous location of a proposed Park & Ride in West Covina featuring a Transit Center, Transit Store and Park & Ride at the West Covina Plaza mall is no longer a viable option. However, a new location in the City of Covina has been identified for a future Park & Ride and mini Transit Center. Staff has been working with City of Covina staff and a private developer of the proposed location. In January 2016, a Non-Binding MOU and Deposit Agreement was signed between the City of Covina, private developer and Foothill Transit for further development and due diligence.

Service Enhancement

On January 31, 2016, service enhancements to provide easier connections to the Gold Line Foothill Extension were implemented as several lines were extended to connect customers to the Gold Line. Other enhancements include streamlining of a number of routes by removing segments with low ridership, which helped speed up travel time and reduce duplicated service. These adjustments allow us to provide service in areas currently without access to transit. Pilot Line 496 was launched on January 4, providing one-stop express service to downtown Los Angeles from the newly built Azusa Intermodal Transportation Center via West Covina City Hall.

Mt. SAC Transit Center

Staff continues to work with Mt. SAC to advance the Mt. SAC Transit Center project. The first draft of the Memorandum of Understanding (MOU) was submitted to Mt. SAC for review in September 2015. Mt. SAC is concerned about the number of parking spaces that would be lost at the desired Transit Center location in Parking Lot D, but they are continuing work with Foothill Transit on preliminary conceptual design alternatives. Mt. SAC is currently reviewing their overall campus Master Plan and has asked Foothill Transit for consideration of additional funding to support replacement of onsite parking that would be lost if the transit center is constructed at the identified location.

23

Progress in Advancing FY15/16 Initiatives(cont.)

Mt. SAC Transit Center (cont.)

The current approved Foothill Transit budget is for design and construction of a Transit Center and Transit Store on the Mt. SAC campus. No additional funding has been identified for funding replacement of the number of lost spaces at the proposed center of campus location.

Arcadia Operations Contract Procurement

On September 25, 2015, the Executive Board authorized issuance of a Request for Proposals (RFP) for procurement of transit operations and maintenance services at Foothill Transit’s Arcadia facility. The RFP was issued on October 2, 2015 and a pre-proposal conference and site visit were held on October 12, 2015. Staff responded to the two phases of project-related questions as laid out in the RFP and six prospective proposers submitted proposals by the January 26, 2016 due date. The RFP specifies a four-year base term beginning on July 3, 2016 with one four-year option that can be exercised at Foothill Transit’s sole discretion. At the conclusion of all evaluation activities a recommendation for contract award was presented to and approved by the Board at the April 1, 2016 meeting.

24


FY16/17INITIATIVES

Overall System StatisticsDuring FY16/17, Foothill Transit will continue to focus on the delivery of high quality transit service. The following table shows Foothill Transit‘s anticipated service delivery during the upcoming year. Performance targets for FY16/17 have been adjusted to take into account any operational changes and performance trends during the prior year.

AnalysisPassenger Boardings and Fare Revenue

Boardings and fare revenues in FY16/17 are projected to increase approximately 7.6 percent and 11.6 percent respectively over projected FY15/16 levels. These increases are due to the addition of Lines 190, 194, and 270 to the Foothill service footprint. Otherwise, ridership continues to exhibit five percent declines consistent with region-wide boardings.

Vehicle Service Hours and Operating Expenses

Service hours are projected to increase by 9.4 percent in FY16/17 with the addition of Lines 190, 194, and 270. Operating expenses are proposed to increase 18 percent to accommodate the service increase and award of a new contract at the Arcadia Operations and Maintenance Facility.

Goals and Performance Standards

The agency uses several performance indicators to evaluate Foothill Transit’s achievement of its established goals. These goals are established annually based on projections of total vehicle service hours, ridership, revenues and expenses. Each goal and its corresponding performance target are provided in the table on the following pages.

Passenger Boardings


Fare Revenue

Operating Expense

14,800,000

806,300

$ 18,880,000

$ 78,501,970

13,800,000

794,319

$ 17,500,000

$ 75,119,102

14,849,171

881,868

$ 19,500,000

$ 92,748,920


FY15/16 Target

FY15/16 Estimate

FY16/17 Target

27

AnalysisPreventable Accidents per 100,000 Miles

Foothill Transit’s first priority is safety and the target for preventable accidents per 100,000 miles has been set at 0.70. This target is set to ensure continued heightened focus on safety, while acknowledging the increased traffic in the Los Angeles basin. It is important to note that preventable accidents include vehicle collisions, collisions with fixed objects and other types of preventable incidents, such as a customer falling onboard a vehicle or bus hitting an overhanging tree.

Schedule Adherence

The target for schedule adherence is proposed to be 83 percent for FY16/17. Schedule adjustments for the commuter express routes, running time adjustments to local lines and analysis of the agency’s SMARTBus data have been implemented to improve the accuracy of on–time performance reporting and improve schedule adherence. Continued major construction along a number of travel corridors in the service area have made it extremely challenging to keep pace with the frequent schedule adjustments needed to match the areas being impacted by the construction.










Answer)





.70

85.0%

20,000

15.0

40 seconds

18.4

49,490

24.1%

$ 97.36

.84

83.6%

25,250

16.5

26 seconds

17.4

46,500

23.3%

$ 94.57

Goal Indicator FY15/16 Target

FY15/16 Estimate

.70

83.0%

20,000

16.0

40 seconds

16.8

49,638

21.0%

$ 105.17

FY16/17 Target

FY16/17 Goals and Targets

28

Average Miles between Service Interruptions

The target for average miles between mechanical service interruptions is proposed to remain at 20,000 miles. Foothill Transit continues to receive new coaches, resulting in lowering of the average age of the fleet. These replacements will assist Foothill Transit to continue to achieve this target.


The target for FY16/17 is increased to 16 complaints per 100,000 boardings. It is anticipated that additional complaints related to the construction projects along the I-10 Freeway as well as arterial streets will create schedule delays and other impacts to service that may result in additional complaints. Additionally, the customer comment intake and handling process continues to improve, which has increased the number of channels through which customers may provide feedback to Foothill Transit.

Average Time to Answer (Average Hold Time)

This target represents the average time that customers calling a Transit Store for assistance must wait before their call is answered by a customer service representative. The target for FY16/17 remains at 40 seconds. Improvements in the answering and handling of calls by the customer service representatives will continue as it is anticipated that the new service, adjustments to schedules and the significant number of detours resulting from construction will increase the number of calls received.

Boardings per Service Hour

The FY16/17 boardings per service hour target will decrease to 16.8 as the agency anticipates ridership to increase slightly while additional service will be added next year to address increased traffic and decrease customer wait times between trips.


Weekday Boardings are projected to grow to 49,638 with the addition of Lines 190, 194, and 270.


The FY16/17 farebox recovery ratio of 21.0 percent is a direct ratio between budgeted fare revenues and operating expenses projected for the year. It takes into account the projected increase in operating expenses for the new service for Lines 190, 194, and 270.


The FY16/17 average cost per vehicle service hour target of $105.17 is a direct ratio between overall operating expenses and planned service hours during the year. This figure is a 11.2 percent increase compared to projections for FY15/16. The increase is driven by increased service resulting in increased operating costs and lower fare revenue due to decreased ridership.

29

FY16/17 Goals and Targets (cont.)

Major Initiatives for FY16/17

Pomona Operations Contract Procurement

The current agreement for operation of transit service at Foothill Transit’s Pomona operations and maintenance facility expires on June 30, 2017, with two available two-year options. A new transit service agreement will need to be procured to better align the terms and conditions of the Pomona operating agreement with those of the Arcadia operating agreement. Procurement activities will be scheduled to facilitate an effective transition to a new operating agreement on July 1, 2017.

Arcadia Operations Contract Start-up

Procurement activities were recently completed for a new operations and maintenance agreement at the Foothill Transit operations and maintenance facility in Arcadia. Six proposals were received and evaluated. Following the evaluation process, a contract was awarded to the incumbent contractor, Transdev Services Inc., at the April 1, 2016 Executive Board. The new contract goes into effect on June 26, 2016, and will incorporate a number of changes to the management of that operating agreement. Among these changes is a modification to the invoicing methodology that takes into account fixed costs as well as both hours-based and miles-based costs incurred by the contractor. Contract start-up activities will include a thorough inspection along with any needed contract turnover repairs of the fleet and facility in the months leading up to and following the contract start date. In addition, numerous contract close-out activities for the current transit operations and maintenance agreement will be completed in the months following the contract transition.

Fleet Electrification

In 2010, Foothill Transit became the first transit agency in the nation to implement fast-charge, all-electric buses into normal transit operations. Our electric bus program has matured as we have gained much-needed insight from our experience operating our 15-bus electric fleet. With advancements in battery technology and the growing number of electric bus manufacturers, it is now feasible to pursue full electrification of the Foothill Transit fleet. As older CNG buses are retired and as the necessary electric charging infrastructure is put in place, retired CNG coaches will be replaced by all-electric coaches. Based on current coach retirement schedules, Foothill Transit expects to have a fully electric fleet by 2030.


Procurement activities are completed and system design is currently underway for a new state-of-the-art system to replace Foothill Transit’s aging Computer Aided Dispatch and Automatic Vehicle Location (CAD/AVL) system. The new system will include enhancements to better monitor service in real time, while providing more accurate data to our customers to plan their trips and by agency staff for system planning and reporting purposes.

30

Covina Park & Ride and Transit Center

Development of the Covina Park & Ride and Transit Center continues to be a priority this year. The proposed project will consist of a partnership between the City of Covina, a private developer and Foothill Transit. The City of Covina will be the lead for the three-party Agreement. The project concept is to redevelop the project site with a City component to include an event center and professional office space, and a residential and transit component. The proposed Park & Ride will consist of a four-level parking structure containing approximately 400-450 parking spaces, bus berths and electric bus charging stations to accommodate Foothill Transit buses. A transit oriented retail component is also being considered for inclusion within the Transit Center element.

Fare Restructuring

The goals of this activity are to develop an overall fare policy, simplify our existing fares, and increase ridership and revenues. The team will review options for fare changes and hold public workshops to encourage community feedback. The consultants will develop a fare model specifically designed for Foothill Transit, based on historical ridership, service area economics and employment demographics. We can simulate fare changes and understand the dynamics of revenue and ridership with the tailored fare model. After a preferred slate of recommendations has been approved by the Governing Board, the team will conduct a Title VI analysis to ensure that the changes do not negatively impact individual segments of the population. A proposal for a fare policy change is expected to be provided to the Governing Board in October 2016.

Mt. SAC Transit Center Development

With the success of the Class Pass program at Mt. SAC, the development of a Transit Center on campus continues to move forward. Mt. SAC is one of the largest trip generators in the entire Foothill Transit system and has very marginal bus stops. The development of an off-street transit center is underway, including the location for the proposed Transit Center. This Transit Center is anticipated to have ten transit bays with covered bus shelters for riders and a Transit Store is being considered.

Alternative Service Delivery Concepts

Transportation network companies (TNCs) such as Uber, Lyft and others have become more prevalent within the Foothill Transit service area and throughout the nation. As such, it is prudent for Foothill Transit to investigate and pursue strategies to provide for more seamless integration of the mass transit service we provide with the services provided by these TNCs. In the coming year, staff will work within the framework of the Federal Transit Administration’s (FTA) guidelines to implement innovative approaches to partnering with TNCs in delivering service not only to our current customers, but also to those customers who could use the services of a TNC to provide much-needed critical first-mile and last-mile trip connections.

31

Major Initiatives for FY16/17 (cont.)

Class Pass Program Expansion

Based on the successful launch and adoption of the Class Pass programs at Mt. SAC and University of La Verne, Foothill Transit will pursue Class Pass programs with other major colleges and universities throughout the San Gabriel and Pomona Valleys.

32


FUNDINGSOURCES

Foothill Transit is funded with State and Local sales tax funds, federal transportation funds and fare box revenues.

With the exception of the fare box revenues, the majority of funds are transportation subsidies allocated by the Regional Transportation Planning entity (LA Metro) to Los Angeles County fixed-route transit operators through the Formula Allocation Procedure (FAP) and the Capital Allocation Procedure (CAP). FAP uses vehicle service miles and passenger revenues to apportion the available revenues into percentage shares. CAP uses total vehicle miles and active fleet size (National Transportation Database data) to apportion the shares. The different sources of funds are as follows:

Transportation Development Act (TDA) Article 4

TDA is a statewide one-quarter cent sales tax that is deposited into the State Local Transportation Fund. TDA funds are eligible for capital and operating uses.

State Transit Assistance Funds (STA)

STA is a statewide excise tax on fuel. STA funds are eligible for use on transit capital and operating expenses.

Low Carbon Transit Operations Program (LCTOP)

LCTOP is funded by auction proceeds deposited from the California Air Resource Board’s (ARB) Cap-and-Trade Program, with proceeds deposited into the Greenhouse Gas Reduction Fund (GGRF). This program is a component of the State of California budget (by Senate Bill 852 and Senate Bill 862) with a goal of reducing greenhouse gas emissions and achievement of other benefits. These funds are eligble for capital projects which reduce greenhouse emissions.

Proposition A 40% Sales Tax Funds

Proposition A is a 1980 voter approved one-half cent Los Angeles county local sales tax ordinance. These funds may be used for bus operations or capital. This source also funds the Prop A Bus Service Continuation Program (BSCP).

Measure R 20% Bus Operations

Measure R is a 2008 voter approved Los Angeles County sales tax ordinance. These funds are eligible for bus operating and capital expenses.

Proposition C 40% Discretionary Sales Tax Funds

Proposition C is a 1990 voter approved one-half cent Los Angeles County sales tax ordinance. The funds are allocated to the regional transit operators through the following LA Metro Board adopted programs: 1) Municipal Operator Service Improvement Program (MOSIP); 2) Bus System Improvement Plan Overcrowding Relief on Lines 480/481 and 707; 3) Transit Service Expansion on Line 690; 4) Base Restructuring on Lines 497/498 and local Saturday service on various lines; and, 5) Prop 1B Bridge funding eligible for public transportation modernization improvements, service enhancements, and security expenditures. The Prop C 40% funds are eligible for operations and transit capital.

35

Funding Sources

Proposition C 5% Transit Security

These funds are specifically intended to improve transit security. They are distributed to county transit operators based on total unlinked passenger trips.

Public Transportation Modernization Improvement and Service Enhancement Account (PTMISEA)

PTMISEA (also known as Prop. 1B) is a ten-year statewide general obligation bond eligible for use on transit capital.

Federal Urban Area Formula Program (Section 5307)

These funds are allocated by the Federal Transit Administration to Los Angeles County transit operators based on a capital allocation formula consisting of total vehicle miles, number of vehicles, unlinked boardings, passenger revenue and base fare. They are used for capital procurements or preventive maintenance expenditures. These funds require a 20 percent local match.

Federal Bus and Bus Capital Program (Section 5339, formerly Section 5309)

These funds are allocated through the capital allocation procedure (CAP) adopted by the regional Bus Operations Subcommittee. They are used for capital improvements and require 20 percent local match.

Federal State of Good Repair Program Section 5337

State of Good Repair funds must be used either to maintain system infrastructure for buses or rail operating on exclusive transportation right-of-way or to maintain buses operating on lanes not fully reserved for public transportation. These funds are allocated through the CAP. They are capital funds used to maintain, replace and rehabilitate vehicles and transportation equipment. They require 20 percent local match.

Federal Congestion Mitigation and Air Quality (CMAQ)

These funds are programmed for cost-effective emission reduction activities and congestion mitigation projects that provide air quality benefits.

Auxiliary Revenue

Foothill Transit operates a park and ride shuttle service for the Rose Bowl and a Dial-a-Ride shuttle service for the City of Monrovia. These special services revenues are used for operating the special services.

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36


BUDGETSUMMARY

FY16/17 Budget Revenues

Operating Subsidies - 48%New Grants

Reimbursements - 19% Prior Year Capital - 19%

Farebox - 13%Special Service/

Property Management - 1%

Funding AssumptionsOperating subsidies and revenues increase to match operating expenses

Farebox revenues increase for Lines 190, 194, and 270

Continue to seek federal, state and local funding to help finance operations and capital projects

Farebox

Operating Subsidies

Property Mgmt. Revenue

Special Service Revenue

Total Operating and Other Revenues

$ 18,880,000

$ 59,771,970

$ 400,000

$ 1,075,000

$ 80,126,970

$ 19,500,000

$ 73,248,920

$ 400,000

$ 1,075,000

$ 94,223,920

FY16/17 Budgeted Revenues

FY15/16 Budget

FY16/17 Budget

Operating & Other Revenues

New Grants Reimbursements

Prior Year Capital

Total Capital Revenues

Total Budgeted Revenues

$ 25,589,110

$ 31,413,452

$ 57,002,562

$ 137,129,532

$ 27,775,991

$ 28,351,120

$ 56,127,111

$ 150,351,031

Capital Revenues19%

13%

48%

1%

39

19%

Budgeted Revenues

FY16/17 Budget Expenditures

Transit Operating Expenses - 62%Existing Capital Programs - 19%

New Capital Programs - 18%Non-Operating Expenses - 01%

Expenditures AssumptionsIncrease operating expenses by 18 percent over prior year budget

Increase revenue service hours by six percent

Initiate fleet replacements for 30 CNG buses and 13 electric buses

Complete heavy maintenance on 30 CNG buses

Continue work on Covina Park & Ride and on two transit center/ plaza within the Foothill Transit service area

Complete design of new CAD/AVL SMARTBus System

Transit Operating Expenses

Non-Operating Expenses

Total Operations

$ 78,501,970

$ 1,625,000

$ 80,126,970

$ 92,748,920

$ 1,475,000

$ 94,223,920

Operating

New Capital Programs

Existing Capital Programs

Total Capital

Total BudgetedExpenditures

$ 27,801,800

$ 29,200,762

$ 57,002,562

$ 137,129,532

$ 27,775,991

$ 28,351,120

$ 56,127,111

$ 150,351,031

Capital62%

18%

1%

40

FY16/17 Budgeted Expenditures

FY15/16 Budget

FY16/17 Budget

19%

Budgeted Expenditures

Customer Service & Ops.

Maintenance & Veh. Tech.

Marketing & Communication

Information Technology

Administration

Procurement

Finance

Planning

Facilities

Total Operating & Other Revenues

$ 66,406,690

$ 770,070

$ 1,910,890

$ 2,268,460

$ 3,183,950

$ 833,400

$1,120,100

$ 1,125,750

$ 882,660

$ 78,501,970

$ 79,968,120

$ 878,940

$ 2,046,750

$ 2,263,240

$ 3,357,230

$ 848,300

$ 1,236,250

$ 975,450

$ 1,174,640

$ 92,748,920

Summary By Department

FY15/16 Budget

FY16/17 Budget

Operating Expenses

Property Management

Special Services

Dial-A-Ride

Total Non-Operating Expense

Total Operations

$ 550,000

$ 325,000

$ 750,000

$ 1,625,000

$ 80,126,970

$ 400,000

$ 325,000

$ 750,000

$ 1,475,000

$ 94,223,920

Non-Operating Expenses

FY16/17 Operating Expenses

Customer Service & Ops. - 85%Other Departments - 13%

Non-Operating Expenses - 2%

85%

13%

2%

41

Operating Expenses

Buses/Fleet Maintenance Facilities

Construction Maintenance


Total New Capital Programs

$ 10,453,000

$ 12,224,300

$ 5,124,500

$ 27,801,800

$ 23,134,560

$ 3,188,000

$ 1,453,431

$ 27,775,991

Summary ByCategory

FY15/16 Budget

FY16/17 Budget

New Capital Programs

Buses/Fleet Maintenance Facilities

Construction Maintenance


Total Existing Capital Programs

Total Capital

$ 13,888,506

$ 9,206,057

$ 6,106,199

$ 29,200,762

$ 57,002,562

$ 2,930,778

$ 14,415,062

$ 11,005,280

$ 28,351,120

$ 56,127,111

Existing Capital Programs

FY16/17 Capital Expenditures

Buses/Fleet Maint. - 47%Construction Maint. - 31%

Information Technology - 22%

47%

31%

22%

42

Capital Expenditures


CAPITALBUDGET

New and Ongoing Capital ProgramsThe currently proposed Capital Program, with total life of project budgets of $219.3M, includes $64.8M of newly proposed projects. Each project includes the life-of-project budget, current year forecasted expenditure, and the balance of expenditures for future years.

Bus Replacement - FY17

Fare Collection System

Surveillance Equipment Update

Non-Revenue Fleet Replacement

- FY17

Arcadia Facility Electric Bus

Charging Station - Phase 2

40 42’ CNG Buses

Fleet Heavy Maintenance - FY16

Electric Buses - FY16

Fleet Heavy Maintenance - FY14

Non-Revenue Fleet Replacement

Arcadia Facility Electric Bus

Charging Station - Phase 1

Pomona Operations and Maint.

Electric Bus Charger

Fleet Expansion Farebox Equip.

Replacement Facility Trucks

Fare System Equip. - Phase II

49,242,9128,200,000

740,000

230,000

1,200,00027,643,70014,385,00013,000,000

1,795,300832,000

800,000

500,000460,000250,000200,000

-

-

-

-

-6,000,0003,150,000

- 707,561143,000

100,000

350,000250,000

75,492150,000

--

740,000

-

1,000,00021,643,700

1,260,000-

520,778-

700,000

150,000150,000100,000

50,000

48,982,0228,200,000

-

230,000

200,000-

9,975,00013,000,000

- 689,000

-

-

60,00074,508

-

Capital Program

NEW

NEW

NEW

NEW

NEW

0107

0109

0110

0079

0111

0112

0099

0113

0094

0100

Buses/Fleet Managment:

45

Life of Project Budget

FY15/16 Estimate

FY16/17 Budget FY17/18+CP#

$ $ $ $

Arcadia CNG Compressor

Replacement

Pomona Transit Store Renovation

Arcadia HVAC Replacement

BSEP-West Covina Bus Shelters

Admin. Building EV Chargers

ESMS Operations Facilities

Admin. Building Stairwell Paint

Facility Repairs & Improvements

- FY17

Arcadia Forklift Replacement

Admin Building Electrical Panel

1,800,000800,000370,000260,000103,000

90,00060,000

60,00030,00015,000

-

-

-

-

-

-

-

-

-

-

1,800,000400,000370,000260,000103,000

90,00060,000

60,00030,00015,000

NEW

NEW

NEW

NEW

NEW

NEW

NEW

NEW

NEW

NEW

Facilities Construction/Maintenance:

- 400,000

- - - - -

- - -

46

Covina Park & Ride and Transit

Center

West Covina Transit Store, Plaza

and Transitway

28,495,511

15,079,000

-

-

7,256,620

900,000

Revised

Revised

Facilities Construction/Maintenance:

21,238,891

14,179,000Mt. SAC Transit Store & Center

Azusa Park & Ride

Hydraulic Lift Replacement

Facility Rehab/Repair/Maint.

Admin. Building 2nd Fl. Remodel

Transit Store Security System

Facility Repairs & Improvements

- FY15

Pomona Floor Coating &

Equipment

Facility Maintenance & Upgrades

Arcadia Roof Replacement

Office Furniture & Equip. - FY14



9,750,0009,490,4002,600,0001,000,000

796,000663,460

400,000

333,500250,000

68,300155,355

60,00060,000

500,0003,577,811

588,351600,000

--

200,000

90,000150,000

30,0002,704

30,000-

1,625,000500,000

1,700,000280,616796,000363,460

182,426

243,500100,000

38,30050,00030,00060,000

7,625,000-

300,000- -

300,000

-

- - - - - -

0115

0052

0098

0080

0116

0083

0093

0117

0091

0118

0022

0095

0119


FY15/16 Estimate

FY16/17 Budget FY17/18+Capital ProgramCP#

$ $ $ $

Giro Hastus Upgrade

IT Infrastructure – FY16/17

Long Term Retention Project

VDI Graphics Acceleration

Virtual Disaster Recovery

Security Server

POS Replacement

TAP ID Cards

Safety and Security Mobile

Application

Thin Client Upgrade

E-Procurement System

Contract Management System

400,000250,000200,000150,000150,000150,000100,000

68,250

42,48540,00027,69615,000

- - - - - - - -

--- -

300,000250,000200,000150,000150,000150,000100,000

68,250

42,48540,00027,69615,000

NEW

NEW

NEW

NEW

NEW

NEW

NEW

NEW

NEW

NEW

NEW

NEW

Information Technology:

- - - - - - - -

--- -

47

Capital Programs (cont.)


FY15/16 Estimate

FY16/17 Budget FY17/18+

New and Ongoing Subtotal: $ 219,261,369 $ 27,746,253 $ 56,127,111 $ 125,971,135

Capital ProgramCP#

$ $ $ $CAD/AVL Replacement

Traffic Signal Priority

Bus Stop Enhancement Program

(BSEP) - FY12

Executive Information System

Bus Stop Customer Information

Document Img. Equip./Software

Financial Software

Project Management Software

Arcadia & Pomona Phone

Replacement

Board Room Video System

Upgrade

Building WiFi Replacement

Printer/Copier Replacement

Employee TAP ID Cards

20,300,0001,500,000

1,000,000600,000600,000300,000300,000200,000

200,000

150,000150,000

75,00024,500

10,000,000404,796

300,00040,000

100,00010,000

--

50,000

-91,01443,27412,250

9,745,475100,000

377,94640,000

100,00010,00051,419

200,000

150,000

150,00045,60522,58512,250

0097

0117

0058

0007

0042

0044

0014

0105

0120

0096

0106

0103

0122

Information Technology:

- -

- 252,714200,00065,000

- -

-

-

-

-

-

48

Completed Capital Projects


FY15/16 Estimate

FY16/17 Budget FY17/18+

Completed Subtotal: $ 37,590,830 $ 18,843,915 - -

Capital ProjectsCP#

$ $ $ $30 Fleet Replacement (Buses) -

Opt. 3

City of Industry Park & Ride

Facility Security Upgrades/

Hardening

Electric Buses - FY14

Admin. Office Maintenance and

Upgrades

Fare System Equipment -

Phase 1

BSEP - FY15

IT Infrastructure - FY14

Phone System Replacement

Security Patrol Vehicle/Equip.

Infrastructure Upgrade

Microsoft Office Upgrade

15,000,00014,904,300

2,556,5302,500,000

1,000,000

400,000300,000250,000250,000250,000100,000

80,000

15,000,000

425,000

164,005

2,445,538

45,240

219,587

102,917

111,454

22,517

165,897

61,760

80,000

-

-

-

-

-

-

-

-

-

-

-

-

0090

0054

0047

0077

0036

0082

0092

0078

0088

0012

0121

0102

-

-

-

-

-

-

-

-

-

-

-

-

The following projects will be completed in FY15/16.

Total Capital Projects: $ 256,852,199 $ 46,590,168 $ 56,127,111 $ 125,971,135


OPERATINGBUDGET

Department Budgets and Summaries

Customer Service and Operations

Maintenance and Vehicle Technology

Marketing and Communications


Administration

Procurement

Finance

Planning

Facilities

Total Transit Operating Expense

Property Management

Special Service

Dial-A-Ride

Total Non-Operating Expense

Foothill Transit’s operating budget and departmental initiatives for FY16/17 are presented in this section. A brief description of each department has been provided. A summary of all departments is shown below:

Non-Operating Expenses:

Total Expenses:

$ 79,968,120

878,940

2,046,750

2,263,240

3,357,230

848,300

1,236,250

975,450

1,174,640

$ 92,748,920

$ 400,000

$ 325,000

$ 750,000

$ 1,475,000

$ 94,223,920

Transit Operating Expenses:

51

FY16/17Budget

$ 63,511,835

690,762

1,910,890

2,251,006

2,808,096

829,575

1,119,500

1,123,326

874,112

$ 75,119,102

FY15/16Estimate

$ 550,000

325,000

685,000

$ 1,560,000

$ 76,679,102

$ 31,381,259

307,381

756,954

928,287

1,299,729

312,105

484,566

366,767

432,473

$ 36,269,521

Actual Through

Dec. 2016

$ 206,227

180,502

342,456

$ 729,185

$ 36,998,706

$ 66,406,690

770,070

1,910,890

2,268,460

3,183,950

833,400

1,120,100

1,125,750

882,660

$ 78,501,970

FY15/16 Budget

$ 550,000

325,000

750,000

$ 1,625,000

$ 80,126,970

Customer Service and OperationsThe Customer Service and Operations department was established to effectively focus on key components of the agency’s mission. This department is responsible for ensuring the safe and efficient daily operation of Foothill Transit service, focusing specifically on applied enforcement of agency standards for operating performance.

The department also works closely with the five Foothill Transit Stores to improve the customer service experience, from when a customer calls for information about their proposed trip, to the actual completion of their bus ride, and through the customer feedback process. The safety of our customers, contractors and staff is a primary focus of the Customer Service and Operations department and the team works directly with local, state and national safety organizations in this effort.

Completed transition of Arcadia Operations and Maintenance ContractImplemented the Federal Transit Administration’s “Reasonable Accommodation” policy Drafted “Unruly Passenger” policy for statewide industry review and discussionImplemented Quality Assurance review in Customer Comment response processCompleted SMARTBus System replacement system discovery phaseImplemented geo-tagging reporting of accidents for training and reportingIncreased safety oversight of accident/incident reportingConducted radio replacement coverage testsProvided active shooter training programUpdated Bus Operator uniform jacket designConducted safety trainings for administrative and contract staffParticipated in Regional and International Roadeo CommitteesSupported Claremont Transit Store closure

FY15/16 ACCOMPLISHMENTS:

52

Conducted regular coach operator auditsPlanned and executed Foothill Transit Bus Roadeo Participated in inaugural class of Women Transportation Seminar’s Leadership ProgramImplemented follow-up practices for customer comment handling process Provided premium Rose Bowl Special Service for approximately 100,000 customersProvided LA Marathon special shuttle service

Complete procurement and transition of Pomona Operations & Maintenance ContractIncorporate Lines 190, 194, and 270 into Foothill Transit service levelsComplete system design, installation, testing on new SMARTBus SystemUpdate Foothill Transit Operations specificationsModify procedures, as needed, to respond to FTA’s new Safety Management System requirements Complete Quality Assurance Dispatch Education trainingHost Regional Bus Roadeo Continue Front Line Customer Service Recognition programProvide support for West Covina Transit Store relocation

FY16/17 INITIATIVES:

53

FY15/16 ACCOMPLISHMENTS (cont.):

Customer Service and Operations (cont.)

Purchased Transportation

Fuel

Electricity Fuel-Pomona

Salary, Wages & Benefits

Contracted Services

Professional/Technical

Bus Roadeo

Dues and Subscriptions

Travel and Meeting

Uniform/Clothing Supplies

Transit Store Lease

Other Contracted Services

Office/General Supplies

Safety & Security

Utilities

$ 69,916,790 6,300,000 260,000 1,048,000 1,571,550 48,900 75,000 2,250 30,430 301,200 153,600 188,400 3,000 57,000 12,000

$ 79,968,120

FY14/15Actual

FY15/16Estimate

FY16/17Budget

$ 54,932,961 5,329,078 167,634 861,146 1,526,070 102,500 70,000 4,008 29,900 126,234 200,000 97,402 1,500 54,000 9,402

$ 63,511,835

$ 56,803,970 6,000,000 260,000 994,200 1,526,070 102,500 70,000 2,250 29,900 300,000 200,000 48,800 3,000 54,000 12,000

$ 66,406,690

$ 52,737,534 5,105,723 117,570 672,335 1,504,908 23,535 - 1,237 15,058 891 95,383 338,822 - 150 2,880

$ 60,616,027

Acct.Number

500150205035510051505260541154305550556057105720585059916100

FY15/16Budget

Account Name

Account 5001 Purchased Transportation (PT), increase of 23% due to the following:

Account 5260 Professional/Technical, reduced to reflect a transfer to procurement for the Fare Analysis ConsultantAccount 5710 Transit Store Lease, decreased due to the West Covina transit store not being relocated during the fiscal yearAccount 5720 Other Contracted Services, increased for maintenance and repair of the Electronic Security Systems

Budget Notes:

54

Maintenance and Vehicle TechnologyThe Maintenance and Vehicle Technology (MVT) Department ensures daily operation of Foothill Transit’s revenue and non-revenue vehicle fleet through the systematic enforcement of Foothill Transit standards for fleet maintenance and oversight of maintenance on fueling stations, including the electric bus charging stations. The MVT Department ensures ongoing local, state and federal regulatory compliance of the fleet and environmental compliance of the operations. In addition, the MVT department is responsible for the development and implementation of Foothill Transit’s alternative fuels program including the specification, in-plant inspection, and acceptance of all new rolling stock and technologies to maximize efficiencies in both operations and maintenance.

55

Exercised Option No. 3 with New Flyer to procure 30 new replacement busesPerformed in-plant bus inspection of two 40 ft. fast-charge electric busesPerformed in-plant bus inspection at New Flyer Implemented bus heavy maintenance of 30 60-foot articulated busesAcquired ISO14001 Certification of Pomona Operations and Maintenance facility’s ESMS programReceived successful surveillance audit results of the Arcadia facility’s ISO14001 CertificationCompleted new livery repainting of series 1700, 1800 and 1900 busesContinued City of Monrovia Dial-A-Ride equipment auditContinued leadership in electric bus implementationJoined Air Resources Board Committee to develop zero emissions bus regulation Participated in the development of the APTA Zero Emissions bus procurement guidelines


56

Exercise Option No. 4 with New Flyer to procure 30 New Flyer busesProcure 13 40 ft. Proterra Catalyst extended range busesConstruct one electric bus fast charging station at the Pomona facilityConstruct two electric bus fast charging stations at the Azusa Intermodal Transportation CenterInspect and accept 13 new 40 ft. Proterra Catalyst extended range busesComplete bus heavy maintenance on 30 60-foot articulated busesImplement bus heavy maintenance on 30 Series 1700 busesContinue ISO 14001 Certification of Arcadia and Pomona ESMS programsAssist and Implement new Electric Bus marketing programImplement an agency-wide Transit Asset Management System


Gas and Lubricants

Salaries, Wages and Benefits

Consulting



Travel and Meeting



Repair and Maint. Vehicles

FY14/15Actual

FY15/16Estimate

FY16/17Budget

Acct.Number

504051005230526054305550572058505970

FY15/16Budget

Account Name

$ 8,400 674,500 24,000 106,540 7,700 32,800 1,800 4,800 18,400

$ 878,940

$ 8,004 547,826 - 102,264 - 18,748 - 422 13,498

$ 690,762

$ 13,000 571,800 9,000 120,070 200 26,000 2,000 5,000 23,000

$ 770,070

$ 8,099 414,579 2,875 86,876 1,670 28,763 860 4,984 22,514

$ 571,220

Account 5230 Consulting, increased to include additional ISO 14001 Surveillance AuditsAccount 5430 Dues and Subscriptions, increased to include Cal/Start Membership, ZEB Registration, and Stanford energy certificationAccount 5550 Travel and Meeting, increased for additional bus inspections for new bus procurements, ENO Middle Management Training, and ACT/ZEB/CalStart attendance

Budget Notes:

Marketing and CommunicationsThe Marketing and Communications team supports, brands, and promotes Foothill Transit service and communicates relevant information to existing and potential customers. This is accomplished through targeted and strategic advertising, community engagement, media exposure, special events, on-board communications, the Bus Book, social media, and foothilltransit.org. The primary strategic goal in all campaigns and projects is to heighten public awareness of Foothill Transit and increase ridership.

57

Completed the Origins and Destinations videoCommunication and marketing for the launch of Line 496 Re-launched Mt. SAC and University of La Verne Class Pass campaigns and prepared for additional campus acceptanceContinued marketing initiatives as part of the Class Pass programCoordinated public outreach for new service programs and fare restructuringExpanded and maintained ridership initiatives such as Silver2Silver, College Class Pass program and expanded Commuter Express campaignDeveloped destination type marketing initiatives highlighting community connections and eventsLeveraged unique opportunities to increase stakeholder and community supportCoordinated Gold Line integration customer information outreach


58

Complete Phase II of the Electric Bus Program updateLaunch New Resident campaign for the San Gabriel and Pomona valleysContinue Class Pass on current partner campuses and expand advertising and marketing for future partnershipsContinue Commuter Express campaignIncorporate COA system enhancements, addition of new lines, and fare restructuring through individual campaignsConduct research for customer satisfaction, awareness, information preferences and service qualityUpdate Foothill Transit facility artwork and initiate new student/local artist programCentralize and expand online communications through data analysisSilver Streak livery update



Consulting


Advertising and Promotion

Community Sponsorship

Special Events

Team Member Appreciation


Travel and Meeting


Printing

Reprints of Brochures

$ 696,000 470,000 116,700 529,450 70,000 26,000 5,000 14,000 23,500 7,600 80,000 8,500

$ 2,046,750

FY14/15Actual

FY15/16Estimate

FY16/17Budget

$ 624,900 404,190 106,700 520,000 70,000 25,000 326 14,000 23,500 7,600 102,120 12,554

$ 1,910,890

$ 624,900 404,190 106,700 520,000 60,000 25,000 10,000 14,000 23,500 7,600 110,000 5,000

$ 1,910,890

$ 465,308 318,495 49,808 486,108 79,393 44,366 1,710 8,081 29,292 12,086 18,485 7,563

$ 1,520,694

Acct.Number

510052305260530053305380541154305550585062806290

FY15/16Budget

Account Name

Account 6290 Reprints of Brochures, increased to provide brochures for Lines 190, 194, and 270

Budget Notes:Budget Notes:

Information TechnologyThe Information Technology (IT) Department is responsible for management, coordination, and implementation of information technology to ensure timely and cost-effective delivery of services to the public. The department provides data and communication solutions to Foothill’s administrative staff, the Transit Stores, and the Operations and Maintenance contractors to achieve Foothill Transit’s goals and objectives.

59

Upgrade the wireless infrastructure at the operations and maintenance yardsUpgraded Foothill Transit data network perimeterReplaced network switches and routers at the operations and maintenance yards and Transit StoresInstalled new digital radios to replace outdated analog radiosUpgraded computers at the West Covina office in accordance with replacement policiesUpgraded People Counter system at Transit Stores to improve customer count accuracyAdded media servers to provide real time information to riders


Replace the Computer Aided Dispatch and Automated Vehicle Location (CAD/AVL) hardware and software systemReplace the rear projector in the boardroom to a new display setup using cost effective HD screens to improve clarity and brightness to viewing audienceReplace phone system for operating and maintenance facilitiesReplace POS at all Transit Stores for EMV complianceImplement Long Term Retention Storage project for permanent storage recordsAccelerate VDI Graphics project to improve dispatchers and Transit Store displays for real time information


60


Copier


Travel and Meeting



Repair & Maint. Other Equip.

Telephone/Data

$ 557,600 6,000 3,840 15,200 1,394,980 3,000 10,500 272,120

$ 2,263,240

FY14/15Actual

FY15/16Estimate

FY16/17Budget

$ 492,500 11,750 600 17,000 1,126,660 3,546 5,500 593,450

$ 2,251,006

$ 492,500 21,750 600 17,000 1,126,660 6,000 10,500 593,450

$ 2,268,460

$ 458,524 - 450 18,531 565,107 2,811 1,953 321,984

$ 1,369,361

Acct.Number

51005421543055505720585059506130

FY15/16Budget

Account Name

Account 5430 Dues and Subscriptions, increased for NOREX duesAccount 6130 Telephone/Data, decreased due to substantial savings in telephone/data cost

Budget Notes:

AdministrationThe Administration Department is responsible for providing management direction to all departments within the organization while executing the strategies and policies of the Executive Board. In addition, the Administration Department coordinates all legislative and intergovernmental affairs for Foothill Transit and manages special projects. The Administration Department also provides office support including the monitoring of office supplies, and coordination of the organization’s central filing system. This year, the position of Government Relations Manager was created to assist the Director of Government Relations with outreach to our elected and appointed representatives locally and in Sacramento and Washington D.C. The Special Projects Manager will continue to work on expanding Foothill Transit’s Class Pass Program and will also focus on implementing innovative approaches to partnering with Transportation Network Companies (TNCs) in delivering service not only to our current customers, but also to those customers who could use the services of a TNC to provide much-needed critical first-mile and last-mile trip connections.

61

Advocated for federal funding for Foothill Transit capital projectsAdvocated for passage of a new surface transportation funding authorization billImplemented the Foothill Transit “Origins and Destinations” programImplemented the West Coast Multi-Agency Exchange (MAX) leadership development programStrengthened industry involvement and enhanced Foothill Transit’s visibility and influence with the American Public Transportation Association, California Transit Association, Southern California Regional Transit Training Consortium (SCRTTC) and Access ServicesStrengthened industry involvement in Conference of Minority Transportation Officials (COMTO) and Women‘s Transportation Seminar (WTS)


Account 5100 Salaries, Wages and Benefits, increased for one FTE added to Government Affairs to focus on TNC integration and assist with Government Relations efforts

Budget Notes:

62


Support the Executive Board and Governing BoardExpand Foothill Transit’s Class Pass Program to include additional service area colleges and universitiesEnsure progress toward completion of San Gabriel Valley Park & Ride projectsMaintain effective Executive Board and Governing Board communicationsMaintain industry involvement with American Public Transportation Association, California Transit Association, SCRTTC, and Access ServicesAdvocate for Foothill Transit‘s interests in the upcoming Federal Funding Authorization legislationMaintain industry involvement in COMTO and WTS


Consulting

Legal Fees

Public Affairs

Board Stipend


Postage/Express Mail

Mail Equipment Lease

Training and Development

Travel and Meeting

Casualty & Liability Insurance



$ 1,864,200 73,000

414,000 153,000 50,500 69,830 14,000 3,600

261,600 216,000 218,000

3,900 15,600

$ 3,357,230

FY14/15Actual

FY15/16Estimate

FY16/17Budget

$ 1,434,990 130,000 366,354 135,370

38,496 86,906

7,834 2,508

190,514 210,000 188,064

3,058 14,002

$ 2,808,096

$ 1,530,400 130,000 410,000 199,000

46,000 69,800 50,000

9,000 260,000 210,000 211,100

3,650 55,000

$ 3,183,950

$ 1,528,436 31,003

365,811 180,199

23,322 69,936 51,663

6,538 152,737

99,016 128,048

5,664 34,325

$ 2,676,699

Acct.Number

5100523052505265541254305441550055455550560057205850

FY15/16Budget

Account Name

Procurement

The Procurement Department is responsible for ensuring timely acquisition of goods and services to support Foothill Transit’s mission. The Procurement Department also provides support for Foothill Transit’s Disadvantaged Business Enterprise program.

63

Procured services to support capital activities occurring at Foothill Transit maintenance and operations facilitiesStreamlined Foothill Transit procurement policies and proceduresManaged necessary procurements for the Covina Park and Ride projectManaged procurement for new operations contractor at Arcadia Operating Facility



Ensure successful and timely procurement of goods and services to support Foothill Transit’s missionEnsure Foothill Transit’s Procurement Manual remains consistent with federal and state procurement guidelinesManage the procurement process for a new operations contractor at Pomona Operating FacilityImplement a centralized electronic database for procurement documentsImplement an improved contract management tracking systemManage the procurement process for new electric and CNG buses

64


Consulting

Legal Fees


Advertising and Promotion


Travel and Meeting

370,700 110,000 290,000 12,000 30,000 2,500

33,100

$ 848,300

FY14/15Actual

FY15/16Estimate

FY16/17Budget

342,075 20,000

390,000 12,000 30,000

2,500 33,000

$ 829,575

345,900 20,000

390,000 12,000 30,000

2,500 33,000

$ 833,400

338,612 -

377,004 -

42,239 1,803

26,715

$ 786,374

Acct.Number

5100523052505260530054305550

FY15/16Budget

Account Name

Account 5230 Consulting, increased to add a Financial Analysis Consultant to assist with the Pomona RFP process (Transferred from Operations FY15/16 budget)

Budget Notes:

FinanceThe Finance Department provides support services including accounting, payroll, financial planning, grant administration, budget development and long-range forecasting, account receivable billing and collections, and financial reporting for the organization. Finance also administers the required annual financial and compliance audits, oversees the investment portfolio, manages the retirement program, and monitors cash flow. The department also manages the fare revenue collection and maintenance of related equipment and manages human resources and benefits administration

65

Updated ten-year financial forecastSuccessfully completed the State of California TDA Triennial Review resulting in no material findingsCompleted financial audits resulting in no material findingsConducted a five-year capital improvement program call-for-projectsPrepared annual operating and capital budgets; included annual cash flow for capital projectsInitiated fare restructuring study to improve ridership and fare revenuesImplemented the “employee portal” to provide employees with on-line access to human resource and payroll informationReceived National Government Finance Officers Association award for excellence in financial reportingRepresented Foothill Transit on WTS International Board of Directors and Transportation Finance Learning Exchange (TFLEX) Board of DirectorsTransitioned employee benefits plan year from fiscal year to calendar year


66


Complete and implement fare restructuringComplete the annual National Transit Database (NTD), Transportation Performance Measure (TPM), State Controller’s and Comprehensive Annual Financial Reports (CAFR)Update employee handbook to reflect new Board-adopted policiesImprove investment portfolioIncrease grant fund receipts for electric buses and technology


Audit Fees

Consulting


Travel and Meeting


Fare Collection Equip./Maint.


Pass Sales Commission

Fare Media

$ 1,027,600 45,000 35,900 3,300 51,200 18,500 13,550 1,200 20,000 20,000

$ 1,236,250

FY14/15Actual

FY15/16Estimate

FY16/17Budget

$ 919,700 45,000 35,900 2,410 45,340 17,000 13,550 600 20,000 20,000

$ 1,119,500

$ 919,700 45,000 35,900 2,050 45,700 17,000 13,550 1,200 20,000 20,000

$ 1,120,100

$ 803,685 20,550 6,816 2,325 29,426 999 2,288 1,996 15,153 22,000

$ 905,239

Acct.Number

5100521052305430555057205741585062106260

FY15/16Budget

Account Name

Account 5430 Dues and Subscriptions, increased to include Transportation Finance Learning Exchange (TFLEX) and California Society of Municipal Finance Officers (CSMFO)

Budget Notes:

PlanningThe Planning Department is responsible for route planning, coordination with member cities and neighboring transit systems in the design and construction of transit-related projects. The department works closely with cities to make sure bus stop locations are safe and ADA compliant. The department also projects service levels and budgets and monitors actual costs related to Foothill Transit’s two operating contracts.

67

Completed the public outreach process of the Comprehensive Operational Analysis (COA) and made final recommendations of service enhancements to the Governing Board for approval.Completed the implementation of the Phase 1 approved service enhancements recommended by the COAImplemented service to interface with the Metro Gold Line extensionImplemented pilot Express Line 496 from the newly constructed Azusa Intermodal Transportation CenterIntegrated Lines 190, 194, and 270 into the Foothill Transit systemCompleted the Federal Transit Administration’s Title VI ReviewDeveloped and achieved board adoption of Service Planning Standards


Analyze and adjust routes and schedules impacted by the Gold Line extensionBegin the public outreach process for the next phase of proposed service enhancements recommended by the Comprehensive Operational AnalysisOperate special LA County Fair service including a line that will take customers from the Azusa Intermodal Transportation Center to the Pomona Fairplex and extended operating weekend hours for Line 197Upgrade the Giro Hastus scheduling system softwareLook at innovative delivery of service such as the forming collaborative partnerships with transportation network companies (TNCs) such as Uber, Lyft, and taxisResearch and implement a pilot express line from the newly constructed Covina Park & RideImprove schedule adherence by making necessary adjustments to route run times

FY16/17 INITIATIVES

Account 5260 Professional/Technical, reduced due to substantial completion of COAAccount 5430 Dues and Subscriptions, increased to include Pomona RotaryAccount 5720 Other Contracted Services, decreased as Nextbus Licensing has been transferred to ITS

Budget Notes:

68


Consulting



System Map

Travel and Meeting



Bus Book Printing

$ 524,000 60,000 130,000 3,450 50,000 16,000 12,000 30,000 150,000

$ 975,450

FY14/15Actual

FY15/16Estimate

FY16/17Budget

$ 471,568 60,000 260,000 2,250 50,000 15,400 141,748 16,110 106,250

$ 1,123,326

$ 458,100 60,000 260,000 2,250 50,000 15,400 100,000 40,000 140,000

$ 1,125,750

$ 404,685 27,636 398,071 1,582 - 16,329 111,522 4,151 42,181

$ 1,006,158

Acct.Number

510052305260543055305550572058506200

FY15/16Budget

Account Name

FacilitiesThe Facilities Department is responsible for all of Foothill Transit’s physical assets, including grounds, administrative offices, operations and maintenance facilities and parking structures. The department implements a comprehensive and strategic approach to developing, enhancing, and sustaining Foothill Transit’s physical assets. In addition, the department plays a supporting role in the agency’s bus operations through the installation and upkeep of Foothill Transit’s bus stop signage program.

69

Completed construction of the four level Azusa Intermodal Transit CenterCompleted the installation of the Bus Stop Sign Replacement ProjectCompleted installation of the fire alarm system in the fuel island at the Pomona Operations and Maintenance FacilityCompleted the installation of the Pre-Action Dry Sprinkler System Protection at the administrative building data server roomImplemented the Environmental and Sustainability Management System (ESMS) Program at the Pomona Operations and Maintenance Facility


Complete the Arcadia Operations and Maintenance Facility interior and exterior improvementsComplete interior painting and upgrades at the Pomona Operations and Maintenance FacilityComplete the vault canopy installation at the Arcadia Operations and Maintenance FacilityComplete roof replacement at Arcadia Operations and Maintenance FacilityComplete the rehabilitation of the in-ground lifts at the Pomona and Arcadia Maintenance FacilitiesBegin Phase 1 environmental review and preliminary architectural and engineering design for the Covina Park & Ride and Transit Center

FY16/17 INITIATIVES

70

Begin Phase 1 environmental review for the Mt. SAC Transit CenterComplete the West Covina Bus Shelter replacement project on Vincent AvenueComplete the Arcadia HVAC Installation ProjectBegin design for the West Covina Transit StoreComplete the Environmental and Sustainability Management System (ESMS) Program recertification at the Arcadia and Pomona Operations and Maintenance FacilityDevelop a long-term mechanical equipment replacement plan for Arcadia and Pomona Operations and Maintenance Facilities

FY16/17 INITIATIVES (cont.)

Account 5991 Safety and Security, increased to include the Azusa Park & Ride structure fire alarm monitoring

Budget Notes:


Contracted Services-Facility


Contract Maintenance

Dues & Subscriptions

Janitorial

Travel & Meeting



Tools and Materials

Repair & Maint. Other Equip.

Safety & Security

Utilities

$ 473,400 433,420 2,000 68,640 15,960 42,240 18,600 166,580 1,050 20,000 33,600 24,690 274,460

$ 1,574,640

FY14/15Actual

FY15/16Estimate

FY16/17Budget

$ 411,550 420,792 - 60,340 14,280 40,800 15,000 144,600 600 19,000 24,700 13,670 258,780

$ 1,424,112

$ 417,400 420,790 2,000 60,340 14,280 40,800 15,000 144,600 1,300 19,000 24,700 13,670 258,780

$ 1,432,660

$ 376,852 408,540 - 37,370 5,198 40,824 2,686 96,274 1,480 13,571 21,411 8,625 223,487

$ 1,236,318

Acct.Number

5100515152605420543054715550572058505910595059916100

FY15/16Budget

Account Name



MEMBER CITIES Arcadia, Azusa, Baldwin Park, Bradbury, Claremont, Covina, Diamond Bar, Duarte, El Monte, Glendora, Industry, Irwindale, la Puente, La Verne, Monrovia, Pasadena, Pomona, San Dimas, South El Monte, Temple City, Walnut, West Covina and Los Angeles County A PUBLIC AGENCY

Foothill Transit100 S. Vincent Ave., Suite 200, West Covina CA, 91790

foothilltransit.org | : (626) 931-7300 | : (626) 915-1143


May 12, 2016

To: Governing Board

Subject: Line 690 Public Outreach

Recommendation

Authorize the Executive Director to seek public input related to a proposed modification t o Line 690 to coordinate with the Gold Line Foothill Extension.

Analysis

On March 5, 2016 Metro's Gold Line Footh il l Ex tension began providing service between downtown Los Angeles and the City of Azusa by way of Pasadena. As anticipated, the opening of the light rail line has impacted ridership on Foothill Transit's Line 690 which provides peak-hour commuter service between Montclair and Pasadena along the 210 Freeway corridor. There are currently nine westbound trips leaving Montclair every 15-20 minutes starting at 5:00 AM and ending at 7:25 AM. Eight evening trips depart Pasadena at approximately 30-minute intervals from 3:30 PM to 6:30 PM. The chart below shows ridership trends on the line bot h in the months leading up to the opening of the Gold Line extension and in the short t ime since Gold Line service began.

Month Line 690 Line 690 Boardlngs Boardlngs per VSH

Jan 2015 6.417 10.37

Feb 2015 5,426 9.69

Mar 2015 6,145 9.48

Apr 2015 6,398 9.87

Jan 2016 5,781 9 .81

Feb 2016 6,117 10.38

Mar 2016 4 ,905 7.24

Apr 2016 3,105 5.01

Agenda Item No. 11

Foothill Transit Govem1ng Board Meeting

Annual Governing Board Meeting - 05/ 12/ 16 Line 690 Public Outreach

Page 2

In order to provide more coordinated transit service to customers wishing a quicker commute to and from Pasadena, it is recommended that Line 690 service be truncated with the Azusa lntermodal Transit Center serving as the westernmost endpoint of the line.

Line 690 is one of three Foothill Transit lines providing Limited Stop Service and fares on the line are currently $2.75 per boarding. It is proposed that the fare on the new, shorter line be adjusted to match Foothill Transit Local Service fares, at $1.25. Customers wishing to transfer to the Gold Line would be able to do so by purchasing a transfer at an additional cost of $0.50.

Budget Impact

The projected cost savings of this in FY 2016/ 2017 is $173,435.98.

Sincerely,

Joseph Raquel Director of Planning Executive Director

Agenda Item No. 11

Attachment A

RESOLUTION No. 2016-02

Authorization for the ExpressLanes Net Toll Revenue Re-Investment Grant Project

WHEREAS, Foothill Transit is an eligible public agency that provides transportation services within Los Angeles County and therefore,may receive funding from the ExpressLanes Net Toll Revenue Re-Investment Grant for transit projects; and WHEREAS, Foothill Transit operates transit service along or within three miles of the I-10 corridor; and WHEREAS, Foothill Transit has committed to fully electrify its fleet by 2030 through replacement of existing CNG buses as they meet their useful life requirements; and WHEREAS, the purchase of two double decker buses will double the passenger capacity in single vehicles thereby, reducing congestion on the ExpressLanes; and WHEREAS, Foothill Transit wishes to implement the bus procurements listed above; NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of Foothill Transit that the fund recipient agrees to comply with all conditions and requirements set forth in the applicable statutes, regulations and guidelines for all ExpressLanes Net Toll Revenue Re-Investment funded projects. NOW THEREFORE, BE IT RESOLVED by the Board of Directors of Foothill Transit that it hereby authorizes the submittal of the following project nomination and allocation request to LA Metro for the ExpressLanes Net Toll Revenue Re-Investment grant:

Project Name: Procurement of two Alexander Dennis Electric Double Decker Buses Grant funds requested: $1,458,000 Description: The proposed project will support the regional goal of increasing capacity while decreasing congestion on the I-10 ExpressLanes while improving air quality through procurement of zero-emission double decker electric buses.

Attachment A

Adoption. PASSED AND ADOPTED at a meeting of the Executive Board held on May 12, 2016, by the following vote:

AYES:

NOES:

ABSTAIN:

APPROVED AS TO FORM: Darold D. Pieper, Attorney at Law By: Darold Pieper, General Counsel

Carol Herrera, Chair ATTEST: Christina Lopez, Board Secretary By: Board Secretary